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Project management, as a field of practice and aspiring discipline has enjoyed strong professional formation, driven by active associations of practitioners. In promoting project management as a discipline in its own right, these practitioners and their associations have worked to delimit it from other disciplines and define it through practice standards. As a result project […]
Demonstrates an effective method for quantifying consequences and likelihoods of risks, as well as for combining these assessments. Different kinds of risks are examined: death, injury and illness; economic; social; environmental; symbolic; external; and reputational. The authors show how these can be rated and combined, allowing for a rich appraisal of a wide range of […]
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This video outlines the fundamentals of risk perception and their implications for assessing and making decisions under uncertainty. It describes experiments that evaluate the relationship between an expert’s status and their ability to estimate uncertain facts. It describes procedures that improve the accuracy and conditioning of expert estimates of facts. Finally, it outlines the results […]
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Five primary steps in the scenario process are charted: (1) defining project boundaries (2) determining the driving forces (3) analysing the driving forces (4) generating scenarios and (5) scenario transfer to allow visualisation of scenario outputs as a story. The first four steps involved scientific experts, public administrators, and regional planners and managers. The fifth […]
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This 75 minute video describes the problems with relying on common sense to deal with complex problems, as well as how to improve responses by optimising prediction using scenarios, and improved measurement and reaction. It also shows how social scientists are capitalising on the power of the internet for improving understanding of prediction. Video (1 […]
This framework presents a structured way to review all the possibilities for understanding and acting on a complex problem. The questions are: “What do we know about the problem? What can different interest groups and academic disciplines contribute to addressing this problem? What areas are contentious? What are the big-picture issues? In other words, what […]
Scoping of complex social and environmental problems can be undertaken using the following seven phase framework.   Phase 1: Analyse the Context When did the problem attract attention? Who raised the problem? How was the decision to do something about the problem arrived at? What do those who raised the problem expect? What is their […]
Combines system dynamics group modelling and group explorer strategy making to “facilitate the design of multi-method strategy modelling workshops”. Consists of: Scripts: bits of workshop processes eg stakeholder mapping, issue mapping, agreeing on key performance variables Products: outcomes of scripts, some of which are deliverables Arrow paths between scripts and products Useful for setting agendas […]
The aim of this analysis is to determine “who or what really counts”. Although developed in a business context, the analysis has broader relevance. Power, legitimacy and urgency are defined as follows: Power: “A relationship among social actors in which one social actor, A, can get another social actor, B, to do something that B […]
Purpose: To identify the key actors (stakeholders) who may be able to affect a policy outcome, especially whether or not they agree with the change proposed (alignment) and whether or not they are likely to take action (interest). To determine how a coalition seeking to achieve change might best interact with each of the identified […]

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