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:
- Workplace Politics vs. Integrity
- A reader wrote recently of wanting to learn "to effectively participate in office politics without
compromising my integrity." It sometimes seems that those who succeed in workplace politics must
know how to descend to the blackest depths, and still sleep at night. Must we abandon our integrity
to participate in workplace politics?
- 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?
- Virtual Termination with Real Respect
- When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid
travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people
in person is not only a gesture of respect. It's good business.
- Difficult Decisions
- Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest,
yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How
can we make these emotionally difficult decisions with greater clarity and better outcomes?
- 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?
Forthcoming issues of Point Lookout
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- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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