issues - Blog - Global Risk Community2024-03-28T08:40:13Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/issuesWhen Organizational Behavioral Issues Start Affecting Organizationshttps://globalriskcommunity.com/profiles/blogs/when-organizational-behavioral-issues-start-affecting2020-08-01T08:40:17.000Z2020-08-01T08:40:17.000ZJoseph Robinsonhttps://globalriskcommunity.com/members/JosephRobinson808<div><p></p><p>Most organizations are unhealthy. Only organizations that are recognized to be Resilient, Just-in-Time, and Military can be described<a href="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-Behavioral-Issues-300x210.jpeg" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-1-Organizational-Behavioral-Issues-300x210.jpeg?profile=RESIZE_710x" width="300" class="align-right" alt="pic-1-Organizational-Behavioral-Issues-300x210.jpeg?profile=RESIZE_710x" /></a> and relatively free from dysfunction. Yet, only 27% of the responses gathered from the Org DNA Profiler showed a healthy profile.</p><p>The Org DNA Profiler is a short online self-assessment tool launched on December 9, 2003. It was used to measure an organization’s relative strength in 4 key areas, on the basis of individual employees’ responses to 19 questions. From a total of 4,007 completed assessments collected, there were 6 Organizational Behavioral issues that were prompted. These issues can still be turned around by undertaking the appropriate step.</p><h3><strong>The 6 Key Issues on Organizational Behavior</strong></h3><p><a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146">Organizational Behavioral Issues</a> are observations on the prevalence of dysfunctions among business organizations.</p><p><a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146" target="_blank"><img src="https://flevy.com/blog/wp-content/uploads/2020/05/pic-2-Organizational-Behavior-Issues.png?profile=RESIZE_710x" width="750" class="align-full" alt="pic-2-Organizational-Behavior-Issues.png?profile=RESIZE_710x" /></a></p><ol><li><strong>Most organizations are unhealthy</strong>. More than 60% of the organizations are either Passive-Aggressive, Fits-and-Starts, Outgrown, or Overmanaged.</li></ol><ol start="2"><li><strong><a href="https://flevy.com/browse/flevypro/organizational-dna-primer-4109">Organizational DNA</a> changes as companies grow</strong>. Small companies report more Resilient and Just-in-Time behaviors. They become more centralized and demonstrate Military traits as they grow. Once annual revenues cross the $101B threshold, decentralization occurs. However, often this is undertaken badly.</li></ol><ol start="3"><li><strong>Attitude determines attitude</strong>. There are sharp differences between senior management and lower-level personnel. A disconnect exists between the organizations that senior executives believe they have established and the organizations they are actually running.</li></ol><ol start="4"><li><strong>Non-executives feel micromanaged</strong>. Junior managers feel a lack of maneuvering room compared to senior managers who view their self-professed involvement in operating decisions as good.</li></ol><ol start="5"><li><strong>Decision rights are unclear</strong>. More than 50% of the respondents believe that the accountability for decisions and actions in their organizations was vague.</li></ol><ol start="6"><li><strong>Execution is the exception, not the rule</strong>. Less than 50% of the respondents agreed that important strategic and operational decisions are quickly translated into action in their organizations.</li></ol><p>It is expected that all organizations have behavioral issues. However, unlike humans and other organisms, organizations can change their DNA by adjusting and adapting their building blocks and resolve these issues. There are just processes that organizations must take into consideration to effectively address these behavioral issues and turn them around for the benefit and advantages of the organization.</p><h3><strong>The Need to Unlearn, Learn, and Relearn</strong></h3><p>It is advisable for an organization to continue to analyze its organization as it grows into and occasionally out of dysfunction. This can be done by using a 4-step evolutionary process.</p><p><strong>Step 1: $0 - $500 Million</strong>. The first step or Step 1 generally demonstrates characteristics depicting Resilient or Just-in-Time profiles.</p><p>Organizations at this level are effective at executing and adapting to changes in the environment. They are generally younger small companies that are attuned to and aligned with the vision and strategy of the founders. They are known to be able to adapt more nimbly to market shifts.</p><p><strong>Step 2: $500 Million - $1 Billion</strong>. The second step is an evolutionary phase where organizations are starting to experience the adverse effect of growth in terms of size. This is basically the stage where Military profile has reached its peak in revenue segment. These are the organizations that are bureaucratic, slow, and overly politicized. At this point, expanding middle management starts to second guess and interfere in lower-level decision making.</p><p>Step 3 is where organizations are becoming too large and step 4 is returning back to a Resilient profile. The 4-step evolutionary process reflects the stages of development of organizations as they start from being small to being large and complex. It is a reflection of the issues they are encountering at each step of development that they are in. Knowing where they are at this point will enable an organization to better undertake their <a href="https://flevy.com/browse/stream/strategy-development">Strategy Development</a> in a most effective approach.</p><p>Interested in gaining more understanding of <a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146">Organizational Behavioral Issues</a>? You can learn more and download an <a href="https://flevy.com/browse/flevypro/organizational-behavioral-issues-4146">editable PowerPoint about <strong>Organizational Behavioral Issues</strong> here on the Flevy documents marketplace</a>.</p><p><strong>Are you a management consultant?</strong></p><p>You can download this and hundreds of other <a href="http://flevy.com/pro/library/frameworks">consulting frameworks</a> and <a href="http://flevy.com/pro/library/consulting">consulting training guides</a> from the <a href="http://flevy.com/pro/library">FlevyPro library</a>.</p></div>Consumers smartening up to Privacy Issueshttps://globalriskcommunity.com/profiles/blogs/consumers-smartening-up-to-privacy-issues2015-07-09T14:13:14.000Z2015-07-09T14:13:14.000ZRobert Sicilianohttps://globalriskcommunity.com/members/RobertSiciliano<div><p>According to a recent report from Pew Research, many Americans take privacy seriously—as in the cyber kind, but also offline.</p><p><img src="http://robertsiciliano.com/wp-content/uploads/2013/12/2P-200x300.jpg" align="right" height="300" width="200" alt="2P-200x300.jpg" /></p><ul><li>9% of survey respondents thought they had strong control over how much of their personal information was collected and shared.</li><li>38% thought they had moderate control; 37% believed they had little control; 13% said they had zero control.</li><li>25% used temporary e-mail addresses or usernames for some online activities.</li><li>24% gave non-truthful information about themselves (e.g., when registering on a site to post comments, a single woman might indicate that she’s a married man; or a childless person might indicate that he has kids).</li><li>59% cleared their browser and cookies.</li><li>47% avoided giving out non-relevant information for online transactions.</li><li>55% remained anonymous for some online activities.</li><li>74% believe the government should have better limits to collecting people’s data.</li></ul><p>Why don’t more people do things in the name of privacy like adjust the settings of their accounts or smartphone? For starters, some don’t want to hassle with “techy” things, while others don’t think it’ll make any difference. Some just aren’t worried all that much and have nothing to hide. Others don’t want to pay more money for more security. And some are clueless over how much of their data gets shared, such as those who blindly allow mobile apps “permissions.”</p><p>Some users also know that higher privacy, in general, comes with slower loading times and other inconveniences. People want efficient usability. Nevertheless, people are getting cranky.</p><p>For example, the U.S. Drug Enforcement Administration was surveilling Americans’ phone calls overseas. They’ve now been sued. Secondly, the Stop Online Piracy Act was on the brink of being shelved, but lawmakers put a stop to these plans.</p><p>The National Security Agency’s metadata program with bulk phone calls was recently deemed illegal after the American Civil Liberties Union brought a lawsuit to the U.S. federal appeals court.</p><p>And that’s just a sample. There are more lawsuits in the works in the name of Americans’ privacy rights.</p><p>Robert Siciliano is an identity theft expert to <a href="http://bestidtheftcompanys.com/companies">BestIDTheftCompanys.com</a> discussing <a href="http://www.youtube.com/watch?v=p_ikx0_erfU">identity theft prevention</a>. <a href="http://robertsiciliano.com/blog/2010/01/01/disclosures-term-conditions/">Disclosures</a>.</p></div>My Newly Published Bookhttps://globalriskcommunity.com/profiles/blogs/my-book-risk-based-management-in-the-world-of-threats-and2015-07-02T22:30:00.000Z2015-07-02T22:30:00.000ZRUFRAN C. FRAGOhttps://globalriskcommunity.com/members/RUFRANCFRAGO<div><p>Hi All,</p><p> </p><p>The paperback and Kindle edition of the book "Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective" is now available in Amazon. Copy and paste the following on your browser. You can grab a copy now.</p><p> </p><ul><li><a href="http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI">http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI</a></li><li><a href="http://www.amazon.com/dp/B0104OFUDI/ref=rdr_kindle_ext_tmb" target="_blank">http://www.amazon.com/dp/B0104OFUDI/ref=rdr_kindle_ext_tmb</a></li><li><a href="https://www.linkedin.com/pulse/risk-based-management-world-threats-opportunities-rufran?trk=prof-post">https://www.linkedin.com/pulse/risk-based-management-world-threats-opportunities-rufran?trk=prof-post</a></li></ul><p> </p><p> </p><p>Cheers,</p><p> </p><p> </p><p><b>RUFRAN C. FRAGO, P.Eng, PMP®, CCP, PMI-RMP®</b></p><p></p></div>Project Risks vs Issues-What's the difference?https://globalriskcommunity.com/profiles/blogs/project-risks-vs-issues-what-s-the-difference2012-05-02T11:30:00.000Z2012-05-02T11:30:00.000ZAnand Chittoorhttps://globalriskcommunity.com/members/AnandChittoor<div><p><strong>Risk</strong> and <strong>Issue</strong> are two <a title="words" href="http://www.differencebetween.com/category/people/language/words/">words</a> that are often confused when it comes to their usage. Actually there is some difference between them. The word ‘risk’ is used in the sense of ‘chance’. On the other hand, the word ‘issue’ is used in the sense of ‘matter’.</p><p>Uh-Oh! This is a show-stopper. We can’t complete the project on time because the server needed won’t be available for another month! What can we do now?</p><p>This is not a new problem for Project Managers to have encountered. Is this a risk or an issue? Does it matter? Think of it for a minute. A Risk is an uncertain event. There exists a Probability associated with any Risk (1-100%). An issue does not have this attribute. If something has already happened that affects the project, then it is called an issue. In the example given in the opening paragraph, we are certain that the server we need won’t be available when we need it. This is an issue. An example of a risk would be: “We may not be able to complete the project on time if the server we need does not arrive on time.” In this case, we are not certain that we have a problem yet. Risk versus Issue can be treated as the same as Potentiality versus Actuality.</p><p></p><p>Note that it is recommended that you treat any Risk that has a probability of over 80% as a fact and include it in your Project Management Plan and not Risk Management.</p><p></p><p>To be a project risk it must be something that might affect the cost, schedule, scope, or quality of the project. If a risk will not materialize until after the project is over, then again it is not a risk to the project. It may be a risk to the program or organization, but not to the project. The same is true of an issue. Does it affect the things that a project manager is responsible for? If not, then it should be handled by those responsible for the program or organizational area.</p><p>Being able to distinguish between these is one of the hardest things for project managers understand. It causes problems because risks and issues are dealt with differently and dealing with non-project risks and issues wastes a lot of a project team’s time and energy. The examples given so far are in the scope of the project. Here is an example of a non-project risk:</p><p>“The system we are building is designed for 1000 concurrent users, but if we get more than that it might run slow or even crash.”</p><p>If the project ends when the system is deployed, then this risk will never occur during the project. If the requirements for the system say that it must support 1000 concurrent users and it does, then it is not a project risk, it is scope creep. The risk of actually getting more users than that and the ensuing consequences is the domain of business operations, not the project.</p><p></p><p>The source of this confusion is usually failure to distinguish between a project, a product, and a program. A project delivers what is asked for, often a product. It does not make claims about the value or benefits of the product. That is the domain of the program or product owner. Sometimes the project manager, program manager, and product owner are the same person, but often they are not.</p><p>Risks are documented when they are discovered, most being at the beginning of the project. The probability and impact are assessed and mitigation tasks are added to the project plan. A contingency plan may be created to document what we plan to do should the risk occur. These risks are monitored and updated as needed throughout the project. Should they actually occur, they become issues.</p><p>Issues are problems right now that the project team has to do something about. The actions that we take might involve adding tasks to the plan, extending the schedule or increasing the budget. Issues are tracked and actions are taken until they are resolved and no longer affect the project.</p><p>Handling Risk and Issues appropriately will help the Project team communicate more effectively</p><p><strong>Hence Risk Management is Proactive while Issue Management is Reactive. </strong></p><p>A Risk, once realized <em>could</em> be turned into an issue and tracked. It is important to note that not all Risks are Issues since there will be some Risks that are actually absorbed into a project or program with negligible effects.</p><p>A risk has no effect in its current state, while an issue may be problematic.<br /> Sometimes project managers have to take the risk deliberately because there are greater chances that the organization will benefit from. These are also referred to as Opportunities.</p><p><strong>Question: Then why do companies use Issue Tracking software products for their Risk Management needs?</strong></p><p>Simple answer-To achieve greater project success, they simply should NOT. Issue tracking software is different from Risk Management Software.</p><p><strong> The tools out there for Project Risk Management are of 2 types;</strong></p><ul><li>Quite complex and there is never enough time in the day to understand them well enough to effectively implement good Risk Management practices.</li><li>The same old one-dimensional <strong>Excel spreadsheet."</strong></li></ul><p>In either case, one of the most critical process areas in Project Management (Risk Management) gets neglected. The need of the hour is to find a project risk management solution that is simple to use yet effective to address this deficiency.</p><p></p><p><span><strong><a href="http://www.vue-matrix.com" target="_blank">Vue-Matrix™</a></strong> is a proprietary <strong>web-based</strong> Project Risk Management application that utilizes state of the art technologies to help companies manage their project risks. Vue-Matrix™ helps companies understand their Risk impacts in a tangible form so mitigation or contingency action can be recorded and implemented, thus increasing the chances of project success and saving the company money.</span></p><p><span><strong>Unlimited Users</strong> always and <strong>all plans include all features</strong></span></p><p><strong><a href="http://vue-matrix.com/free.php" target="_blank">Click here for a free 30 day trial</a></strong> (no credit card required).</p><p>Anand Chittoor, PMP, CSM.</p><p><img src="http://www.linkedin.com/img/webpromo/btn_viewmy_160x33.png" width="160" height="33" border="0" alt="View Anand Chittoor, PMP, CSM's profile on LinkedIn" /></p><p><a href="https://twitter.com/workstreamz" class="twitter-follow-button">Follow @workstreamz</a></p><p><a href="http://www.workstreamz.com" target="_blank">www.workstreamz.com</a></p><p> </p></div>