IRM ERM M1U5.3 Models Of Risk Culture Flashcards
IRM LILAC
Thefive indicators of positive safety culturedeveloped are:
Leadership– promoting a positive safety culture
Two-way communication– effective channels for top-down, bottom-up and horizontal communication
Involvement of staff– active employee participation
The existence of a learning culture– lessons learnt, communicated and improvements implemented
The existence of a just culture– movement from a blame culture to one of accountability, with care and concern for employees.
This has given rise to the acronym LILAC: Leadership, Involvement, Learning, Accountability and Communication.
5 Inicators of Positive Risk Culture
Thefive indicators of positive safety culturedeveloped are:
Leadership– promoting a positive safety culture
Two-way communication– effective channels for top-down, bottom-up and horizontal communication
Involvement of staff– active employee participation
The existence of a learning culture– lessons learnt, communicated and improvements implemented
The existence of a just culture– movement from a blame culture to one of accountability, with care and concern for employees.
LILAC Examples
the LILAC components and may extend to, for example:
risk awareness training; awareness poster campaigns; site inspections; arrangements for reporting defects; leaflets and brochures; awards for success sponsored by the CEO.
Safety Culture
A subset of a good risk-aware culture is a strong safety cultur
ABC model misconceptions
Hillson (2013) explains that risk culture influences risk attitude and risk behaviour, and that risk attitude shapes risk behaviour, and risk behaviour forms a risk culture. Hillson goes further to explore two misconceptions regarding the ABC model:
“Firstly, risk attitudes are different from risk culture, so it is not correct to say that an organisation has a “risk-averse culture” or a “risk-seeking culture,” because terms like risk-averse and risk-seeking describe different attitudes
“Secondly, behaviour towards risk is different from risk culture, so it is inaccurate to talk about risk culture as ‘the way we do things around here in relation to risk,’ because “doing things” describes behaviours.”
As such, it is the behaviours which can be objectively assessed, through surveys or interviews.
4Cs
4Cs of comfort, cautious, concerned and critical’
4 cultural types of Double S
The model identifies four distinct
organisational cultures (see Figure 3),
described as:
* Networked (high on people focus, low
on task focus)
* Communal (high people, high task)
* Mercenary (low people, high task)
* Fragmented (low people, low task).
Amongst the four cultural types - fragmented, networked, communal and mercenary - no one culture is the best. Each cultural type may be appropriate for different organisational environments.
Double ‘S’ model
This model considers culture as having two key dimensions:
Sociability – the people focus, based on how well people interact socially – on the vertical axis of the model
Solidarity – the task focus, based on goals and team performance – on the horizontal axis of the model
The model suggests that strong sociability encourages cohesion and common purpose in working in an interconnected environment, whereas solidarity ensures risk controls and actions are implemented effectively.
High Sociability:
Positive: Encourages individuals to work harder for the success of their community.
Negative: May lead to tolerance of poor performance due to friendships or a focus on consensus rather than effectiveness.
High Solidarity:
Positive: Facilitates the formation of relationships based on shared interests and quick mobilization of teams during crises.
Negative: Risk of prioritizing tasks over organizational goals, and cooperation might decline if individuals prioritize personal gain over collective success.
