Category: Organisational Culture

Decoding VUCA: Asking the Right Questions

The term ‘VUCA’ has been used increasingly to describe the environment in which organisations  operate today.

VUCA stands for Volatile, Uncertain, Complex and Ambiguous. It is true that today’s world is vastly different to that of a few years ago, or even last year’s world. It’s also true that given technological development, artificial intelligence, automations and more, it’s likely that the rate of change in our environment will not slow down soon.

However, the term VUCA is also very commonly misused and misunderstood.

How so?

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The New Risk Paradigm: Insure and Invest

Our world is more dynamic, fast-paced and interconnected than at any other time in human history. Artificial intelligence, automation, social media, global warming, civil unrest and pandemics are all things that we, as a society, now deal with on a daily basis.

In such a VUCA – Volatile, Uncertain, Complex and Ambiguous – environment, one of the things that is fast becoming evident is that human capital is the most crucial and vital element to an organisation’s success.

The days where one can be a specialist in a very narrow field are passing; most organisations now require agile people who have skills in multiple disciplines, who can make both tactical and strategic decisions in a fast-moving environment to create value.

How can we help our people, teams and organisations move from a compliance and resilience-based approaches, to a Presilience® based approach of high performance?

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Developing your intuition in a world of distraction

Intuition is an interesting concept. It’s something nearly all of us acknowledge the existence of. If you’re a spiritual person you might call it psychic, or a word from God, energy of the universe, etcetera. If you’re more of a scientifically minded sceptic, you might explain it through the lens of the reticular activating system or subliminal information gathering.

Whatever you want to call it, we all experience it the same way. A gut feeling. A pull. A “knowing” without knowing why. It’s like having the answer to a math problem without being able to show your working. It feels good, but also disconcerting. Like being right isn’t as valid if you don’t know why you were right.

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The Future of Security Risk Management

How do you approach risk in your team and organisation? Do you look at risks in different areas of the organisation as separate, or are you busting silos and looking at risk holistically? Do you have an understanding of where security risk fits into the bigger corporate picture? If these questions are relevant to you, then read more to find out how you can move forward!

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What is Presilience®?

The world we live in today is volatile, uncertain, complicated and ambiguous (VUCA). The old style of compliance-based risk management is proving to be ineffective in dealing with the challenges of today’s world. Just look at 2020 as an example – Royal Commissions, devastating bushfires, COVID-19, economic recession and global political tension on the rise.

How can individuals, teams and organisations not only survive, but thrive in such challenging conditions? Read more to find out!

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eLearning Design for Retention

Regardless of which sector your organisation operates in, you are likely to have some experience with eLearning.

If you are a training provider, this might be a core component of your business. If you are not, then you have been exposed to eLearning through staff development and training programs, or other initiatives in your organisation.

With the changes to the global business environment resulting from COVID-19, the reliance on online and distant learning has grown, and will grow, significantly.

But let’s face it, eLearning has developed a reputation for having a ‘death by scrolling’ approach, and is often used more like a Dropbox than a platform designed to engage and educate. This often results in poor retention.

But what does ‘retention’ mean, and how can you optimise it to benefit your organisation?

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Decision Making, Risk and Your Three Lives, Pt. 2: It’s NOT as Complicated as You Think

We all play different roles at different times – parent, friend, employee, leader, employer, manager, partner, spouse, etc. But separating these is becoming harder and harder with technological advancement and globalisation. More and more, the lines between the three aspects of life – work, personal and virtual – are blurring, and even more so with remote work being the standard during the COVID crisis.

Here is where this gets interesting.

Expecting people to have vastly different quality between their personal decision making and work decision-making is naive, and dangerous.

To rephrase – how can we expect people to regularly make great decisions at work, if they regularly make poor decisions in their personal or online life?

Here is an example that may resonate with many of you during COVID 19:

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Decision-Making, Risk and Your Three Lives

Risk can be defined as the effect of uncertainty on possible outcomes. This means every decision, at every level of the organisation, has some level of risk to it. Effective decision-making lies at the heart of managing risk. And managing risk, now more than ever, is the responsibility of every individual within an organisation.

 

Unfortunately, traditional risk management approaches and systems are often ineffective when it comes to getting individuals to make good decisions. Read more to find out why!

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What is Security Culture? by Colin Pecats

It’s security. It’s culture. It’s the vibe, and uh, that’s it, it’s the vibe!

‘We have such a great culture at our office.’ are words which could mean so many different things to different people.

When “culture” takes on different meanings to different people, cultural change becomes highly prone to failure.

If nobody bothers to define what this apparently mystical thing is that we refer to as “culture”, how can we expect to begin to change it?

The reality is, security culture (any type of “culture” for that matter) is not some ethereal concept, it is measurable, enforceable, and it is malleable. Security culture is both the desirable and undesirable security behaviours of people.

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