Personnel-sensitive risks are those that can be understood only after acquiring personnel-sensitive information — information that, if disclosed improperly, could compromise the privacy of an employee, and thus the enterprise or its security, or place the enterprise in legal jeopardy. Most enterprises are reasonably careful about these disclosures, but protecting employees' privacy can become problematic for risk management planning.
Risk management plans for typical projects are usually enterprise-public. That is, anyone with a reasonable business-related need to examine them can do so — sponsors, project managers, auditors, functional managers and many others. Even when the author's permission is required, the security protecting risk management plans is rarely any more robust than the security protecting their projects.
That creates problems. Suppose that Dan's elderly mother has been gravely ill. Because he's been shuttling back and forth to his hometown for six months, his availability has been unpredictable, and certainly less than 75%, but her death is expected mercifully soon.
Dan's project manager wants to revise the risk plan to take this into account, justifying a reduction in reserves previously allocated to covering for Dan. In many organizations, there is no way to do this transparently without compromising Dan's privacy.
This example probably lies at the innocuous end of the spectrum of personnel-sensitive risks. There are others far more sensitive — divorce, illness or injury physical or mental, disciplinary issues, substance abuse problems, office love affairs gone wrong, and toxic conflicts, to list just a few.
The inability to plan discretely for managing personnel-sensitive risks has important consequences.
- The risks aren't mitigated formally
- You can't document mitigation plans for risks you can't discuss.
- Risk mitigation is more likely to be incomplete or excessive
- Since risk managers can't safely discuss certain risks, they either fail to mitigate them adequately, or they conceal the mitigation elsewhere in the mitigations of risks they can discuss.
- Reflection is inhibited
- Learning Learning from past experience
is difficult when the risk plans
as documented differ from
what the risk managers
were actually doingfrom past experience is difficult when the risk plans as documented differ from what the risk managers were actually doing.
- Personal information is more likely to be disclosed inappropriately
- Risk managers who do try to plan transparently are at risk of disclosing personal information that should not be disclosed. Such action could potentially create legal liability for the enterprise or for the discloser.
- Employees are less likely to be forthcoming about personal matters
- Knowing that personal information is at risk of disclosure, some employees keep personal information private, even when they know that doing so might harm the task for which they are responsible.
The risks that enterprise-public risk management plans cannot address are therefore rarely subjected to the best available risk management practices. These risks persist unmitigated, or at best, they're mitigated by informal, off-the-books decisions and allocations. Enterprise-public risk management plans are simply inadequate to the task.
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More articles on Ethics at Work:
- When You're Scared to Tell the Truth
- In the project context, we need to know that whatever we're hearing from colleagues is the truth as
they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of
the advantages of telling the truth.
- It Might Be Legal, but It's Unethical
- Now that CEOs will be held personally accountable for statements they make about their organizations,
we can all expect to be held to higher standards of professional ethics. Some professions have formal
codes of ethics, but most don't. What ethical principles guide you?
- Some Things I've Learned Along the Way
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- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
- Personnel-Sensitive Risks: II
- Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe
on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't
discuss them openly, how can we deal with them?
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- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.