LEADER 04120oam 2200625I 450 001 9910792507403321 005 20230808201549.0 010 $a1-351-89623-7 010 $a1-4094-0873-6 010 $a9786612785849 010 $a1-315-24183-8 010 $a1-282-78584-2 010 $a1-138-46558-5 024 7 $a10.4324/9781315241838 035 $a(CKB)3710000001080942 035 $a(MiAaPQ)EBC587867 035 $a(MiAaPQ)EBC5293088 035 $a(Au-PeEL)EBL587867 035 $a(CaPaEBR)ebr10417828 035 $a(CaONFJC)MIL278584 035 $a(OCoLC)679416620 035 $a(OCoLC)988379808 035 $a(Au-PeEL)EBL5293088 035 $a(CaONFJC)MIL996574 035 $a(OCoLC)1027168271 035 $a(EXLCZ)993710000001080942 100 $a20180706e20162010 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aTame, messy and wicked risk leadership /$fDavid Hancock 210 1$aLondon :$cRoutledge,$d2016. 215 $axvi, 92 p. $cill 225 1 $aAdvances in project management 300 $a"A Gower Book"--cover. 300 $aFirst published in 2010 by Gower Publishing. 311 $a0-566-09242-5 311 $a1-351-89624-5 327 $apt. 1. The basis for current project risk methodologies -- pt. 2. The tame, messy and wicked model -- pt. 3. Strategies for wicked and messy environments. 330 $aThe general perception amongst most project and risk managers that we can somehow control the future is, says David Hancock, one of the most ill-conceived in risk management. The biggest problem is how to measure risks in terms of their potential likelihood, their possible consequences, their correlation and the public's perception of them. The situation is further complicated by identifying different categories of problem types; Tame problems (straight-forward simple linear causal relationships and can be solved by analytical methods), and 'messes' which have high levels of system complexity and have interrelated or interdependent problems needing to be considered holistically. However, when an overriding social theory or social ethic is not shared the project or risk manager also faces 'wickedness'. Wicked problems are characterised by high levels of behavioural complexity, but what confuses real decision-making is that behavioural and dynamic complexities co-exist and interact in what is known as wicked messes. Tame, Messy and Wicked Risk Leadership will help professionals understand the limitations of the present project and risk management techniques. It introduces the concepts of societal benefit and behavioural risk, and illustrates why project risk has followed a particular path, developing from the basis of engineering, science and mathematics. David Hancock argues for, and offers, complimentary models from the worlds of sociology, philosophy and politics to be added to the risk toolbox, and provides a framework to understand which particular type of problem (tame, messy, wicked or messy and wicked) may confront you and which tools will provide the greatest potential for successful outcomes. Finally he introduces the concept of 'risk leadership' to aid the professional in delivering projects in a world of uncertainty and ambiguity. 330 8 $aAnyone who has experienced the pain and blame of projects faced with overruns of time or money, dissatisfied stakeholders or basic failure, will welcome this imaginative reframing of some aspects of risk management. This is a book that has implications for the risk management processes, culture, and outcomes, of large and complex projects of all kinds. 410 0$aAdvances in project management. 606 $aRisk management 615 0$aRisk management. 676 $a658.15/5 700 $aHancock$b David$f1960 January 15-,$01542656 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910792507403321 996 $aTame, messy and wicked risk leadership$93795563 997 $aUNINA