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<title>Public Sector Leadership in Assessing and Addressing Risk</title>
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<name type="Personal Name" authority="">
<namePart>Young Peter C.</namePart>
<role><roleTerm type="text">Primary Author</roleTerm></role>
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<place><placeTerm type="text">ENGLAND</placeTerm></place>
<publisher>EMERALD</publisher>
<dateIssued>2022</dateIssued>
<issuance>monographic</issuance>
<edition>1</edition>
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<languageTerm type="code">en</languageTerm>
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<note>Given the topics covered in the first 11 chapters, it seems a tall order to bring
such a large number of topics into a cogent summary. Additionally, the book
has introduced three distinct views of risk management – the  traditional/
technical view, enterprise risk management, and an alternative view that
is yet-to-be-fully-articulated. The summary is further complicated by the
 challenges of managing in complex environments. Nevertheless, an effort
should be expected.
Here, the framing of public organisation risk management in practice (which
will be applicable to risk management in other public contexts),  begins with
setting sustainable resilience as the central organising idea. From this come
several practical principles that will serve to contextualise a range of specific
processes and actions that constitute risk management as understood in the
book. This requires some consideration of operational  issues – programme
implementation tactics, defining particular roles, evaluating outcomes, embedding
assessment and analysis,
and implementing tools.
However,
it also
discussed
somewhat
more
philosophical issues like
the 
development
of
‘network
schema’, leadership in complexity,
and the twin ideas of
innovation

and
adaptation.
Recognising
that
effective
risk management
always
depends
on
the particular organisation
or situation,
a
general
guide to practice
is

outlined
here.</note>
<subject authority=""><topic>Sustainable resilience; risk leadership/leaders; r</topic></subject>
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