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Empowerment versus risk management?

Record type: Article

It has become popular to call for employee and project team empowerment. However, this paper shows how this competes with another popular concept, project risk management, particularly in modern complex projects. Implementing both philosophies leaves the risk manager with an irreconcilable dissonance. The paper suggests a number of steps this implies, including developing project risk management frameworks that inform teams about likely cross-impacts, limiting team empowerment, and allowing teams to influence decisions. It suggests that a good style for the risk manager to adopt is that known as ‘accommodation’.

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Citation

Williams, T.M. (1997) Empowerment versus risk management? International Journal of Project Management, 15, (4), pp. 219-222. (doi:10.1016/S0263-7863(96)00074-9).

More information

Published date: 1997
Keywords: project risk, empowerment

Identifiers

Local EPrints ID: 36884
URI: http://eprints.soton.ac.uk/id/eprint/36884
ISSN: 0263-7863
PURE UUID: 2cb3be01-b92d-4cdf-8a43-c131dddded9e

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Date deposited: 08 Mar 2007
Last modified: 17 Jul 2017 15:43

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Author: T.M. Williams

University divisions


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