Rather than risk management, which usually stifles innovation in the name of conservative and steady profiteering, Brungardt and Crawford say, risk leadership is called for, especially when an organization must be truly transformed to survive. An organization must take a risk in a calculated, planned, and intelligent fashion.
Strengths and weaknesses of the book
This stress upon the need for leaders to be creative is one of the books great strengths, as its empowering democratic approach. A lower level employee, perhaps lacking a higher degree or a full set of managerial credentials could very easily be inspired to take a risk and deploy his or her skills and knowledge gleaned from working hard in a company. Although the book praises risk, therefore, it also rewards those whom are loyal to a company, who take the time to stay and rise, however slowly, within a particular corporate firmament, as they learn intelligent concepts particular to the industry and company as a whole, and then seek to change such conceptual frameworks, based on past experience. However, it could be argued, although risk may be encouraged from such data for the company, for the individual lower or middle level employee, such a policy is not necessarily an intelligent career strategy by which to follow over the course of his or her career.
It could also be argued that such a conservative approach and lack of job-hopping not only idealizes the lower level perspective, but also begs the question to be asked — if individuals whom are in such occupations tend not to take risks and branch out to improve their prospects, how daring can they be in their corporate vision? Furthermore, this model seeks to establish a corporate culture that not only accepts, but also expects, confrontation to enhance problem solving, decision-making, and overall organizational performance through confrontational challenges between employees regarding their ideas.
This could create a corporate culture of constant argumentation, and conflict between lower-level employees, all anxious to make their mark through challenging one another in the corporate infrastructure.
However, objections aside, this book still has great emotional power for the individual reader as a clarion call for low and mid- level employees to “step up to the plate,” and not wait for the dominating structures, the Donald Trumps of the world, essentially, their organizations operations. The risk leadership process model also always, in the end, stresses consolidation and cooperation of opposing view points, after making use of the unchecked ire as well as the unchecked potential of every member of an organization. Ultimately, the greatest risk is to confront a fellow colleague with a new idea, and to show enough leadership and diplomacy to be willing to work with that colleague in the face of disagreement and dissent, with an eye upon a harmonious solution that benefits everyone.
Strengths and Weaknesses of Book.