Is the ability to break out of established ways of seeing things in order to evaluate things anew; that is, to take a fresh perspective despite the social pressures to conform.
Cover issues relating to the team managing the risk, the process by which the risks are assessed and the nature of the problem (the risk) itself. There are also a couple of overarching questions. The purpose of all these questions is to assist those involved in risk governance to see, appreciate and act on any available warnings.
Relevant to corporate failure. These were synthesised (using the criteria of foresight & practical utility) into 20 questions which were subsequently tested on those at corporate executive level. The respondents found the questions made them think differently and gave them new insights into areas they thought they already knew well. Some questions caused a quite visceral reaction, which we called the squirm test. Respondents accepted this as being their intuition warning them that they might not like the answers they get but they are questions that should be being asked.
This powerful triptych is designed to make practitioners ask themselves why they did not intervene to avert a crisis or disaster. If they could see the raw evidence, why did they not appreciate what it was telling them about impending disaster? If they could appreciate it, why did they not act? Anyone involved in risk governance needs to be aware that to prevent something they wish to avoid, they must understand what stops them seeing, appreciating and acting. This is a graphic example of the way Alto42 encourages executives to 'think about the way we think about risk'.