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Has Covid -19 changed accident statistics - Coggle Diagram
Has Covid -19 changed accident statistics
Rational v Non Rational Thinking
Rational Thinking - Considering the variables of a situation based on proven knowledge and relevant analysis
Non-Rational Thinking - Thoughts and beliefs / Conspiracy Theories
VUCA (Volatility, Uncertainty, Complexity and Ambiguity)
Complexity - through engaging subject matter experts on topics such as vaccinations and rapid antigen testing
Ambiguity - the business has the opportunity to see what lessons can be learnt from Delta impacting both Victoria and New South Wales and use that knowledge to minimise ambiguity
Uncertainty - Through collecting, interpreting and sharing as much researched information that is available
Volatility - Developing resources in frontloading
Risk Intelligence
An enhanced decision making process, through seizing opportunities and managing negative outcomes coupled with agility and resilience
Cognitive Biases
Good Biases
Ben Franklin Effect - When a person gives a favour for someone, they are then likely to do a favour for that person in return
Authority Bias - A tendency to attribute trust/accuracy in the judgement of experts/authority figures and being influenced by those opinions
Bad Biases
Conformation bias - a tendency to acknowledge information that confirms ones beliefs
Anchoring bias - the tendency to be influenced through the first piece of information that we hear
Insight (critical thinking / sense and meaning making)
Hidsight (Comms - strategic and tactical capabilities / decision making - biases and heuristics)
Foresight (situational awareness and mindfulness)
Successful Business = Vision + Systems & Process + People
Neural seasaw - social versus analytical
Stactical - considers both elements of strategic and tactical management, being able to have the long game and plan to manage and frontload the workers about Covid-19 and being tactical and running off gut instinct
Adaptive Managing - SMEAC
Commitment to Resilience
Elasticity and recovery - stretch without breaking / what gets stretched recovers
Anticipation and resilience - preliminary planning (drills)
Organisational Risk Approaches
Entrepreneurial (change)
Political
Type 1
Crisis
Preoccupation with Failure
Anomaly - departure from common order / rule
Normalising - accepting the new norm
Cues of evolving failure - cues are clues (fatigue leads to mistakes)
Reluctance to Simplify
Action based inquiry
Simplify as late as possible
Organising variety into processes
Sensitivity to operations
Heedful interrelating - contribution / representation and subordination
Operations as an integrated map - having the bubble
Deference to Expertise
Reliability Professionals
Properties of deference to expertise - Yielding/domain specific/compressed experience
Loose Coupling
Wicked Problem