Getting Risk Right
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Getting Risk Right
Author: Geoffrey C. Kabat
language: en
Publisher: Columbia University Press
Release Date: 2016-11-22
Do cell phones cause brain cancer? Does BPA threaten our health? How safe are certain dietary supplements, especially those containing exotic herbs or small amounts of toxic substances? Is the HPV vaccine safe? We depend on science and medicine as never before, yet there is widespread misinformation and confusion, amplified by the media, regarding what influences our health. In Getting Risk Right, Geoffrey C. Kabat shows how science works—and sometimes doesn't—and what separates these two very different outcomes. Kabat seeks to help us distinguish between claims that are supported by solid science and those that are the result of poorly designed or misinterpreted studies. By exploring different examples, he explains why certain risks are worth worrying about, while others are not. He emphasizes the variable quality of research in contested areas of health risks, as well as the professional, political, and methodological factors that can distort the research process. Drawing on recent systematic critiques of biomedical research and on insights from behavioral psychology, Getting Risk Right examines factors both internal and external to the science that can influence what results get attention and how questionable results can be used to support a particular narrative concerning an alleged public health threat. In this book, Kabat provides a much-needed antidote to what has been called "an epidemic of false claims."
Right Risk
Author: Bill Treasurer
language: en
Publisher: Berrett-Koehler Publishers
Release Date: 2003-07-03
We must take risks if we are to grow personally and professionally. Risks are a part of a fully-lived life. But in the commotion of today's fast-paced, technology-driven world, people have become disconnected from the wise counsel of their inner resources, hampering their ability to make meaningful choices. Consequently, risks are increasingly being taken in an impulsive, haphazard, and often reckless way. In Right Risk, Bill Treasurer draws on the experiences and insights of successful risk-takers (including his own experiences as a daredevil high diver) to detail ten principles that readers can use to take risks with greater intelligence and confidence. Right Risk is about taking more deliberate and intentional risks in an increasingly complex world. It aims to answer such questions as: How do I know which risks to take and which to avoid? How do I balance the need to take more risks with the need to preserve my safety? How do I muster up the courage to take risks when it is so much easier not to? How do I confront all those people who keep telling me what a mistake it would be to take the risk? And, most importantly, How do I make risk-taking less of an anxiety-provoking experience? Right Risk will help readers take risks with greater discipline, focus, and maturity-to confidently face life's challenges and take advantage of life's opportunities.
Critical Steps
Critical Steps happen every day at work and at home, purposefully. Work does not happen otherwise. If an operation has the capacity to do work, then it has the capacity to do harm. Work is energy directed by human beings to create value. But people are imperfect—we make mistakes, and sometimes we lose control of the work. Therefore, work is the use of force under conditions of uncertainty. A Critical Step is a human action that will trigger immediate, irreversible, and intolerable harm to an asset, if that action or a preceding action is performed improperly. Whether the human action involves clicking on a link attached to an e-mail message, walking down a flight of stairs with a newborn baby in arms, engaging the clutch on a gasoline-driven chain saw, or administering a medication to a patient in a hospital, these all satisfy the definition of what constitutes critical risks in our daily lives, professionally or personally. The overarching goal of managing Critical Steps is to maximize the success (safety, reliability, productivity, quality, profitability, etc.) of people’s performance in the workplace, to create value for the organization without losing control of built-in hazards necessary to create that value.