What do you do if your risk management plan receives negative feedback?

Quando alguém recebe feedback negativo em seu plano de gestão de riscos, é importante que se mantenha aberto e receptivo. Primeiro, devemos analisar cuidadosamente as críticas, identificar áreas específicas para melhoria e buscar entender as preocupações subjacentes. Em seguida, é fundamental revisar e ajustar o plano com base nesse feedback, considerando colaborar com especialistas ou partes interessadas para fortalecê-lo. Por fim, comunicar as mudanças realizadas e como o feedback contribuiu para aprimorar o plano reforça a abertura ao diálogo e ao crescimento contínuo.

It is very normal to receive negative feedback on a Risk Management plan due to an expectation mismatch between the Risk Management professional and the stakeholder or our customer. The most critical point here is whether the team has understood the negative feedback and developed a plan to mitigate it. By taking corrective action on negative feedback, we can improve our deliverables in the future. The most critical problem on the Flipside occurs when we repeat the same act and receive further feedback.

The first thing to do after receiving unfavourable feedback is to pay close attention to what the stakeholders have to say. This entails being aware of their worries, viewpoints, and the causes of their unhappiness.

Here are some helpful steps to handle negative feedback on a risk management plan effectively. Firstly, listen to the feedback carefully and analyze the reasons for negativity. Secondly, seek input from stakeholders to understand their perspective. Thirdly, revise the plan thoughtfully to address the issues raised. Fourthly, communicate the changes made to the stakeholders. Finally, monitor and reassess the plan for improvement and adaptability. By actively engaging with feedback and making thoughtful adjustments, the risk management plan can become more effective in addressing risks and challenges.

Negative feedback could be a pointer to arears that need attention and a pragmatic approach to the areas of concern needs to take place Risk is a process that entails stakeholders and a solid risk plan considers convergent and divergent views hence the divergent views need consideration to ensure that the risk plan is feasible A sit down with the stakehoders to give an ear to the negatives and patch up on the loose ends is a win to both the risk champion and the process owners. In the end risk management cannot be an island collaboration with process owners has to take place.

Analyze objectively positive and negative feedback is the best way to understand if the riks is identified correctly, the actions and plans to address those risks well understood and validate the strategy (mitigate, reject, accept, transfer...)

If the risk management plan receives negative feedback, I would gather specific details on the concerns, evaluate their impact on the effectiveness of the plan, and collaborate with stakeholders to make necessary adjustments or improvements.

Analise se o feedback negativo é um caso isolado ou uma percepção também de outros profissionais e áreas. Busque segmentar em qual parte do plano está a percepção negativa e isso ajudará a focar na solução. Busque entender o fato e as causas raízes que levaram a percepção ruim do plano para que a solução seja bastante eficaz e eficiente. Sugiro classificar os feedbacks em matrizes ou gráficos que ajudem na tomada de decisão, por exemplo, pressão versus facilidade de implantação, urgência versus importância, oportunidade de melhoria versus prazo de correção. Então, avalie junto com a equipe de riscos se cabe ou não atualização no plano ou outras ações táticas. Por vezes reforçar a comunicação ou engajar partes interessadas será suficiente.

Analysing the input critically is essential after hearing it. This entails examining the comments in light of the goals of the risk management strategy, determining whether the criticisms are warranted, and pinpointing areas in need of development.

- Determine who provided the feedback and their expertise in risk management. - Assess the specific points raised in the feedback to understand if they highlight potential flaws or areas for improvement. - Explore alternative risk management approaches or solutions suggested by the feedback to address identified issues.

Effectively addressing stakeholders' issues requires engagement. To ensure that everyone understands one another's viewpoints and works together to develop solutions, this calls for open and honest communication.

It’s REALLY important to communicate openly and proactively with all stakeholders, acknowledging their concerns and demonstrating a commitment to addressing them. Organizing a meeting or a series of workshops where stakeholders can discuss their issues in-depth can be effective. During these discussions, present the feedback, encourage a constructive dialogue to understand their perspectives fully, and involve them in developing actionable steps to refine the risk management strategy. This not only helps in enhancing the plan but also ensures that stakeholders feel heard and valued, which can foster a cooperative environment for implementing changes…..lowering the risk to risk planning and managing.

Aucun plan de gestion des risques ne peut se faire sans les parties prenantes. Il faut, donc, les inclure et impliquer depuis le début de l'élaboration du plan. Le Risk Officer ou l'entité chargé d'établir le Plan doit recueillir leur constat, suggestion et point d'amélioration. Il faut aussi ouvrir le cercle de parties prenantes de sortes qu'elles soient les plus représentatives possibles. Pour les impliquer, il ne faut pas hésiter à utiliser tous les moyens mis à disposition; à savoir, Webinaire, réunion en présentiel, ateliers pratiques...

Make strategic revisions to the risk management plan in light of the analysis and input from stakeholders. This could entail upgrading risk assessment techniques, improving risk mitigation tactics, or modifying risk response plans to better suit the needs and expectations of stakeholders.

Définir un plan de revue ou révision du Plan. A priori avoir une revue semestrielle et Adhoc. La revue semestrielle permet de travailler en profondeur et avoir la disponibilité de toutes les parties prenantes. Quant à la revue Adhoc elle pourrait se faire à la survenance d'un risque majeur.

In risk management, communication is crucial, particularly when making plan adjustments. Provide a clear explanation of the modifications that have been made, their justification, and how they resolve the issues brought up by stakeholders. This contributes to trust-building and transparency maintenance.

Following the implementation of the updated risk management plan, keep a close eye on its performance. Always assess whether new risks have materialized, whether improvements have been achieved, and whether stakeholders are happy with the results.

Negative feedback is most often rooted in a foundational disconnect between in how risk is defined by those developing the plan and the stakeholders they are presenting to. An executive’s view is shaped by an aggregate understanding of all risk elements affecting their organization. Ultimately, the asset(s) they are most concerned about protecting are their strategic objectives and each operational risk owner must ground their risk management efforts using the same starting point. What are we trying to protect and how does my functional area contribute? From there, a more thoughtful alignment can occur between risk managers and their organizational stakeholders.