One of the necessary developments from the traditional risk management model is the “translation” phase, where identified risk factors are discussed, prioritised and targeted by means of specifically designed actions. Usually, the discussion and exploration of likely risk factors involved in any case allows the discovery of any underlying organisational pathology—major problems that may be hidden. A medical analogy can be made where, by exploration of a patient’s symptoms, a doctor discovers the underlying disease. This often facilitates intervention planning, since the underlying organisational pathology can be targeted, rather than symptoms (the likely risk factors). Often, more than one risk factor (several symptoms) may be targeted by one intervention: improving communication processes, for example, often deals with many specific problems. Read the rest of this entry »