A lot of people think more is better. The more information you have, the more documentation you have. The more plans you have, all make life so much easier, better and safer.
However, the reality is quite different. Ironically, the more information someone has, the harder it is to make an informed decision. I’ve seen risk management documents which run to 70 pages in length, which nobody is going to read for one, but also, even if you did read it all, there’s way too much information contained within those 70 pages for anyone to make a logical and informed decision. More is most definitely not better.
As humans, our brains can only take in so much info and analyse it before it gets overwhelmed. Too many possibilities become too hard to rationalise and think about logically and the more information and possibilities, the harder it is to respond and make any sort of informed decision.
This is why we see people in high stress situations make very poor decisions, which result in bad outcomes. It’s not the lack of information at hand. It’s too much. Instead of having reams of paperwork, which is supposedly there to help people run programs safely, you’re far better off to only look at key points of data to help you make a far more informed decision than the alternative.
Whilst this may seem counter-intuitive, the fact is that we’re not good at decision making as the stress level increases and the amount of information to analyse increases. We become myopic and our field of vision and understanding narrows. That’s why, sadly, so many coronial inquests on the surface seem so simple and straight forward. Why wasn’t this simple decision made at this point in time to prevent the fatality from happening? Chances are that there was too much information at hand.
We therefore need to simplify what we’re doing and how we’re doing it to improve our decision-making abilities. Nobody is going to read or even be able to use huge documents. They’re only really useful to lawyers post incident to spend more time than is reasonable for them to photocopy and read through so they can bill clients for it. Whilst that’s wonderfully profitable for lawyers, it’s actually not much help to you in the field.
How do you filter out the noise and get to the key information you need? That’s challenging, because each activity is situational. However, if you focus on your key risks and supervision responsibilities, then you’re well on the way to making good decisions. What’s the weather like? What’s the group dynamics like? What are the key activity risks? This is a great start. Also delegating responsibilities and positive team communications and dynamics, is a great way to reduce the burden of decision making on any one person to enable fast and effective reviews and analysis of the information at hand.
You often come across people who carry risk management documents on them as their way of effective risk management or responding if something doesn’t go to plan. However, this is problematic in that the time it takes to find something within that document that may be useful in a critical incident, is just time wasted in actually dealing with the issue at hand.
Whilst this doesn’t mean that this preparation is time wasted on developing good risk management systems, processes and documenting this, it does mean that you need competent people on the frontline running programs who can make informed decisions based on a reasonably small set of data. This takes training and practice, but if you realise that to begin with, the more information at hand, the more difficult it is to make informed decisions, then you’re well on the way to being able to more effectively handle stressful situations and incidents and come out of them with a positive outcome having managed and mitigated the situation at hand.
Therefore, don’t let yourself go down with myopic tunnel vision. Work out what’s important and filter out all the noise. Run some training scenarios and make sure you’re ready for whatever comes your way.
In today’s risk tip we’re going to cover the copy & paste methodology for risk management. Now this is often used by people who really are not sure what they are doing or they are really time poor and it’s an easy way to get a job done. I do understand this and it’s something I have done before as well and it’s something that I have come unstuck on before as well and really learned from those mistakes.
So it’s really important even though we know your time poor that you really do look at some standing risks which can easily be copied and entered in to your risk assessment so you don’t have to recreate everything from scratch. But then you also have your dynamic and variable risks and this is where copy and paste comes completely unstuck.
You end up just copying and going, bang that will suit! It was last year’s. We are doing the same thing this year. However, the variable risks such as your people risks, your environmental risks have come change completely from one year to the next.
The group dynamics can be vastly different and the group dynamics for the group that you are taking this time could actually be the biggest risk and if you haven’t reviewed and assessed that effectively and you are just using last year’s then that’s where you can really come unstuck.
So be careful in what you’re copying and pasting. In many ways those standing risks or those standard risks which do not change there is no worries with that at all. You can review them each year as part of your continuous improvement process but generally speaking they are ok to do. However it's really your dynamic variable risks you must assess each and every time to ensure that you are running great programs for your students that are memorable for all the right reasons.