Unlock organisational risk culture with The Risk Landscape Survey
In a pragmatic, data-driven approach to assess risk culture, the Risk Landscape Survey provides valuable insights into decision making across specific departments or entire organisations. Its powerful, interactive diagrammatic report clearly maps and illustrates the risk dispositions within decision-making teams.
An organisation’s risk culture can be brought to life through an interactive digital ‘heat map’, which visualises the collective risk attitudes and decision-making behaviours at team, departmental, and organisational levels.
The highly reliable Risk Landscape tool offers a bird’s-eye view and reveals the details of organisational risk culture. It highlights the Risk Type balance, uncovering potential misalignments and areas vulnerable to issues like cognitive bias, groupthink, or resistance to change. With unprecedented levels of measurable objectivity, the tool enables organisations to take proactive steps towards building a more open, informed, and mature decision-making culture – maximising the power of diversity at both team and individual levels.
The Risk Landscape Survey is a powerful tool for strategic planning, to assess risk culture, conduct culture audits, and drive organisational development and change.
How does the Risk Type Landscape tool benefit your organisation?
In words attributed to Peter Drucker;
“If you can’t measure it you can’t manage it”
So why not measure it? Risk dispositions vary considerably from individual to individual, have a significant impact on decision making and are highly consequential.
In individuals they define a world view that influences life’s trajectory, in teams they account for group dynamics of conflict or collaboration and in organisations, they shape risk culture. Fortunately, whilst invisible, risk dispositions can be objectively and reliably measured using the Risk Type Landscape tool.
The mapping of the location and prevalence of Risk Types enables risk propensity to be identified and managed; running ‘what if’ scenarios, designing virtual teams, identifying potential for ‘group think’, resistance to change, creative innovation and psychological capital.