Hosted by the IIA-Australia QLD
Chapter
Join IIA-Australia for a national members' meeting with Grant Purdy on making
decisions without ‘risk management’ myths.
During his long career Grant Purdy and his colleague,
Roger Estall, have often been engaged to investigate decisions that have gone
spectacularly wrong or resulted in other than the intended outcomes. This has
helped them develop an objective appreciation of what ‘good’
decision-making looks like and therefore, what characterises a ‘good’
decision.
During this session, Grant will describe the universal method of
decision-making - which is what all decision makers actually use - and explain
how the combination of understanding and awareness of that method, and mastery
of its elements, is what differentiates between successful and unsuccessful
decision-makers. He will explain how setting up a regime of monitoring must be
an integral part of decision making and the role that auditors could expect to
play in it.
While a fundamental part of making decisions requires understanding and
dealing with uncertainty, attempting to take account of and resolve uncertainty
via the concept of ‘risk’ and constructs of ‘risk management’ is neither an
effective nor a logical path to adopt. This session will explain how, by
drawing attention away from the universal method of decision-making, the
distraction of ‘risk management’ often leads to poor decisions.
Speaker:
Grant Purdy Director, Sufficient Certainty Pty
Ltd
While he has had
many titles over the last 40+ years, they all seem to come down to assisting
decision makers to have effective and efficient conversations about whether the
decisions they are making, and have made previously, are providing sufficient
certainty that intended outcomes will be achieved.Through most of Grant’s career
this has been labelled risk management. However, despite his best efforts, this
is still widely perceived as being concerned with failure rather than with
success.
Nowadays, Grant mentors, trains, supports and generally helps organisations
and the people who lead them make more-soundly based decisions – so their
organisation can realise its purpose.Grant has worked in over 25 countries and
in numerous types of industry and organisation. He’s had over 100 articles and
papers published, spoken probably too often and also written quite a few books
and handbooks, always with others.Grant has started five companies, held
executive positions in four multi-national companies, has sat on several boards
and committees and currently chairs the Boards of three not-for-profit
organisations and the Finance and Investment Committee of
another.