Gendron, Y., Samsonova-Taddei, A., & Guénin, H. (2021). Making sense of risk management as a (dis) comfort-inducing practice

Question 1

What is the main focus of Gendron et al. (2021)?

Answer 1

To what extent do feelings of (dis)comfort play a role in how risk management is experienced and performed at the
level of corporate boards, and, accordingly, how do boards fulfill their duties with regard to risk oversight?

Question 2

What are “comfort heuristics”?

Answer 2

Mental shortcuts board members use to feel reassured about risk management, often based on process signals (e.g., heat maps) rather than deep analysis.

Question 3

What role do consultants play in board-level risk governance?

Answer 3

Consultants act as “comfort-givers”, supplying tools and best practices that help board members feel in control of risk — even if true risk remains uncertain

Question 4

Why do board members prefer mechanistic tools like heat maps?

Answer 4

These tools give a sense of clarity and control, helping board members feel reassured — even if they oversimplify complex risks.

Question 5

How does discomfort influence board behavior?

Answer 5

Board members often avoid discomfort, preferring consensus and simple solutions instead of critically confronting complex, systemic risks.

Question 6

What does this article imply about transitioning to ERM?

Answer 6

ERM requires practicing discomfort: questioning assumptions, embracing uncertainty, and shifting culture — not just adopting new tools.

Question 7

What is a key risk of comfort-driven governance?

Answer 7

It can create blind spots by downplaying critical risks that don’t fit within easy frameworks, potentially undermining long-term resilience.