In the world of risk management, there’s an often-unspoken fear among organisations and leaders: the fear of “too many risks” or “too many critical controls.” This fear can prevent companies from fully engaging in scenario-based risk management, despite its value in creating safer workplaces. Many leaders feel that diving deep into every potential risk scenario and identifying all critical controls is overwhelming, uncomfortable, or even unnecessary.
But this avoidance can come at a high cost.
Why Management Holds Back: Understanding the Fear
Organisations frequently approach risk assessments at a high level, focusing on broad categories rather than the specific scenarios that could lead to harm. For some leaders, this is driven by a discomfort with confronting the many ways in which things could go wrong. Listing out specific scenarios that might lead to serious injury or even fatality isn’t easy, and for those far removed from the daily tasks, it may seem unnecessary. After all, if incidents are infrequent, isn’t that proof enough that risks are managed effectively?
This thinking, however, ignores a crucial reality: we manage risks on-site every day, largely because frontline workers do so intuitively and expertly. Without documenting these practices and identifying potential gaps, however, we’re leaving critical aspects of risk management to chance. While it may be uncomfortable to acknowledge every possible risk, scenario-based assessments provide invaluable insights that strengthen our systems, provide assurance, and protect our teams.
Recognising the Value of Scenario-Level Risk Management
For managers and leaders who haven’t worked directly with specific hazards, it’s easy to miss the real, practical risks that workers face. When critical controls are too high-level or focused on management systems, they can become abstract to those who are responsible for executing them. For example, the risk of “working with heavy machinery” might have a broad control like “adhering to safety procedures.” But without digging into the scenarios workers encounter—like operating machinery on uneven terrain or in poor visibility—we fail to address the specific, day-to-day risks that could make those controls ineffective.
The gap isn’t necessarily a failure in competence but rather in perspective. Leaders might avoid discussing risks in detail, worrying it will make them appear inefficient or unaware of the systems they oversee. But effective risk management requires more than just broad compliance; it needs a continuous commitment to improvement. Leaders should be willing to acknowledge the limitations of their knowledge, and the need to constantly refine their understanding of the risks and controls on the ground.
The Importance of Embracing Discomfort in Risk Management
A crucial part of effective leadership in risk management is remaining in a state of “productive discomfort.” This means being open to the reality that there will always be new risks, untested scenarios, and potential failures in our systems. When leaders can embrace this mindset, they foster an environment where continuous improvement is the norm, and complacency is the enemy.
Instead of avoiding detailed risk assessments because of the fear of “too many risks” or “too many controls,” leaders should approach these as tools for understanding and managing vulnerabilities. Scenario-based risk assessments don’t need to be overwhelming; rather, they document what we already do well, highlight gaps, and provide an added layer of assurance over our systems. They aren’t a criticism of existing efforts but an opportunity to improve.
Moving Toward a More Effective Risk Management Culture
Recognise and Acknowledge Every Risk: Effective risk management starts with recognising that it’s not about avoiding “too many risks” but about accurately documenting and understanding the risks we face. This documentation helps us identify potential failure points before they lead to incidents.
Create an Open Culture of Improvement: Leaders need to create an environment where discussing vulnerabilities is encouraged, not avoided. Openly talking about potential weak points fosters a culture of growth and learning, helping everyone—from frontline workers to executives—better understand and manage risks.
Engage Workers in the Process: Those working alongside hazards have invaluable insights into the scenarios that assessments might overlook. Engaging workers in scenario-based assessments ensures that critical controls are practical, relevant, and effective.
Stay Comfortable with Discomfort: Leaders must be willing to exist in a state of “uncomfortable” if they are to truly improve risk management practices. Constantly questioning the effectiveness of controls, anticipating emerging risks, and striving for better solutions is essential to building a proactive, resilient risk culture.
The Brady Review and Scenario-Based Risk Management: A Practical Approach to Reducing High-Risk Incidents
The Brady Review, commissioned in Queensland, Australia, examined mine and quarry fatalities and made significant recommendations for improving safety practices across high-risk industries. The review identified that many incidents resulted from a failure to identify and manage specific, high-risk scenarios effectively, rather than a lack of broad compliance. It called for a shift towards proactive risk management, advocating for more rigorous identification, implementation, and verification of critical controls.
Scenario-based risk management aligns directly with the Brady Review’s philosophy, as it moves beyond general risk categories to address specific, actionable scenarios workers face every day. By focusing on these specific scenarios, organisations can better identify gaps in control effectiveness, implement relevant, realistic critical controls, and ensure that workers understand and are empowered to manage their own safety. This approach not only strengthens risk management at the operational level but also builds a culture of vigilance and continuous improvement—values that underpin the Brady Review’s recommendations.
For comprehensive information on the Brady Review, including its findings and recommendations, you can visit the official page on Brady Heywood's website.
This resource provides detailed insights into the review's analysis of mining and quarrying fatalities in Queensland from 2000 to 2019, offering valuable context for implementing scenario-based risk management strategies.
The Path Forward
The fear of “too many risks” or “too many controls” is a natural response to the complexity of effective risk management. However, when organisations embrace scenario-based assessments, they strengthen their ability to protect their workers and uphold safety standards in real, tangible ways. Instead of shying away from what might be uncomfortable, let’s embrace it as an opportunity to improve, remain vigilant, and create workplaces where safety is more than compliance—it’s embedded in every decision and action.
By doing so, we shift from a reactive approach to a proactive, resilient risk management culture. And ultimately, that’s the difference between simply meeting standards and genuinely protecting our people. If you are on a journey of overcoming the fear of too many risks, you've made a good start.
If you're looking to elevate your organisation’s approach to risk management, Jes is here to help. With over 25 years of experience working alongside leaders in high-risk industries, Jes specialises in developing scenario-based risk bowties, creating practical critical control management tools, and implementing critical control verification programs that workers can truly understand and use. Jes offers tailored support to improve risk management literacy within your leadership team, framing risk management in a way that moves beyond compliance to genuinely effective practices. For more information on how Jes can work with your team to transform risk management thinking and application, feel free to get in touch or browse through our face-to-face or online courses that we offer.
Jessica Urquhart
Ph: 1800 231 173
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