HB 327:2010

1 - HB 327:2010 COMMUNICATING AND CONSULTING ABOUT RISK
3 - PREFACE
4 - CONTENTS
5 - INTRODUCTION
6 - PART 1: WHY DO IT?
6 - 1 Communicating and consulting-The process
6 - 1.1 A key risk management tool
6 - 1.2 Communication as a process
8 - 1.3 Consultation as a process
8 - 1.4 Allowing for communication and consultation in the risk management framework
8 - 1.5 Benefits from communication and consultation
9 - 1.6 It takes two to tango
9 - 1.7 Medium
9 - 1.8 Identifying stakeholders
10 - 1.9 Engagement
11 - 1.10 Power
11 - 1.10.1 Balancing power, urgency and legitimacy
11 - 1.10.2 Distortion
11 - 1.10.3 When power needs consent
12 - 1.10.4 Emotional intelligence
12 - 2 Perception
12 - 2.1 What are risk perceptions?
13 - 2.2 How “rules of thumb” affect perceptions
14 - 2.3 Lay and specialist perceptions
15 - 2.4 “Tolerable risk” and “acceptable risk”
16 - 3 Uncertainty
16 - 3.1 Risk and uncertainty
17 - 3.2 Measurement uncertainty
17 - 3.3 The Precautionary Principle
18 - 3.4 Communicating uncertainties
19 - PART 2: HOW TO DO IT
19 - 1 Introduction
21 - 2 Managing communication and consultation
21 - 2.1 Participation
22 - 2.2 Participation of senior management
22 - 2.3 Engagement and participation of staff
23 - 3 Supporting the risk management process
23 - 3.1 Establishing the context
24 - 3.2 Identifying risks
24 - 3.3 Analysing risks
24 - 3.4 Evaluating risks
25 - 3.5 Treating risks
25 - 3.6 Monitoring and review
25 - 4 Case studies
25 - 4.1 Oil spill
27 - 4.2 Foot and mouth disease
27 - 4.3 Deaths from fire
28 - 4.4 Traffic congestion

Provides guidance to individuals and organisations to understand communication and consultation when managing risk.

First published as HB 327:2010.