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Live Q&A on Friday 11th Feb
Folks – just a reminder that I’ll be live on here at 12 noon this Friday (11th Feb) to answer any questions you have about Managing Risk or Creative Problem Solving. Or anything else that comes up. I’m awaiting your questions like…….
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10 Replies
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Really looking forward to this @sandythomson , but I’ll be travelling to Glasgow for a meeting at that time! Is it alright if I just listen in, or is this more of an interactive session?
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Hi there. The Q&A isn’t a zoom session. It’s a change to drop your questions here in the Creative Ambitions group and I’ll be there to answer it. So you can drop a question anytime in the hour or – next time – you can drop it beforehand and come back to the answer when you get time. Hope that helps.
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Hope that clears up the format. Apologies if the info wasn’t clear. I’ll do a regular trawl on here for questions to be answers but sometimes people have a follow up or related question and that’s when being on the site at the same time really helps.
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Hi @sandythomson I was wondering where we can find the link to this session when the zoom link goes live? I’m interested in attending but am struggling to find the links to the sessions.
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Hi there Theresa. Apologies if the info was confusing. The Q&A isn’t a live zoom, it’s live on here. So I’m around for the next hour and if you have a question you can just drop it on in the group here – there’s an ‘Ask The Team’ channel but I’ll get it no matter where you post it. And I’m around for an hour to write you an answer in real time. Or – next time – I’ll collect an query from prior to the live session if someone can’t attend and answer them anyway. Hope that’s clearer. What was your question(s)
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Thank you for the information. I’ve been struggling to find information about when and where to access to live sessions. But I have emailed about that issue.
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You’re right that the term ‘live’ sessions refers to both live zoom and live in-group text based sessions and I should think of a clearer name for what we’re doing right now. I see the team discussing their various communications with you so the issue with those links being clear and easy to find is being dealt with right now. Some key shifts in the programme as it gets tailored to a cohort for the first time might be feeding into the situation. If there’s still any issues come Tuesday why don’t you let me know and I’ll walk it to the team myself?
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I will let you know if I’m still having issues. Thank you so much.
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No worries. And did you have a question about any of the sessions you’ve attended or plan to?
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So someone asked me about bravery and how it relates to risk. They have a situation that others are telling them they’d be daft to say ‘no’ to but they’re using the risk assessment and it feels like it’s an unacceptable risk to them.
Here’s a thought for that – no one willingly takes an Unacceptable Risk, so if people are telling you it’s Acceptable they mean it’s Acceptable TO THEM. And they are not you and their risks are not underwritten in the same way as yours and their previous history with risk is not the same as yours. So there’s one of two things going on in this situ:
Either your spectrum of risk taking is in the red with this risk.
Your spectrum of risk taking is developed through your previous experiences and relates to your perceptions of risk. It’s based what you’ve been consistently told is dangerous, or what your experiences have taught you is dangerous – and what’s not.
Or you’re unable to underwrite the risk. By which I mean you have assessed the risk and are clear that the the likely impact of the consequences of the risk (if it all goes wrong) will be unacceptable or unmanageable given your current resources and position.
Or both those things might be combined.
So for example if you have a track record with a couple of really bad previous experiences with a certain type of trainees, say – that’s going to play into your perception of that type of trainee. “Type” means any commonality you see them having – educational background, previous experience, type of personality that loves that job, declared approach or discipline, etc.). Couple that experience and the resulting perceptions with the available resources and opportunities you have to help with underwriting the risk. Those two things may be only a little risky together but a lot more risky when combined. Say you only have the funds to pilot the project once and when it’s gone it’s gone rather than having enough money to fund multiple pilots. So a person in that situation is going to judge the risk as way higher than someone who has had a great set of trainees and who has more than enough funds to run the pilot speculatively more than once.
So – whilst getting advice is a great idea – if someone is telling you a risk is smaller than you think it is then it’s always worth working out if you think the risk is more significant because of your perception or your resources or both. And then decide what you want to do based on what you find out when looking into those.
Finally – yes, your perception is a perception. It’s not necessarily fact. We have a tendency however, of treating our perceptions are facts and that’s why it’s so vitally important to examine where a perception is coming from – so we can keep the narratives that drive us flexible and developing, so we don’t get stuck in rigid thinking and so that we’re not making assumptions and thereby engaging in lazy or biased thinking.
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