Risk Competences when Damage Occurs
Risk competences by members of an organisation are always in demand when decisions have unfavourable and negatively perceived consequences. These decisions are attributed to decision-makers and they must be able to cope with these unforeseen outcomes.
It is important not to give in to the temptation of evaluation, and in retrospect to find wrong, which at the point of the decision-making (=past present) was considered correct. Only those who are not evaluated are able to freely check (i.e. learn), whether they have overlooked something or have assessed something inappropriately, in order to then broaden their mindfulness or assessment criteria. Only in this way can they believably communicate afterwards if and how something might be altered for the future.
One can and must regret effects which one did not desire or did not foresee. Mostly, there is the temptation to justify the earlier decision to the outside world, in order to oppose the evaluations from outside (and, therefore, inside). This is unfavourable, because it does not communicate the regret effectively.
A damage, which has arisen, is usually cause for accusations, inside and outside the organisation. Those, who react to the form ‘accusation’ with coldness, counter accusation or justification (i.e. react to the content), fail to understand the message of the accusation. Therefore, the accusation hits a brick wall and is thus strengthened and maintained.
In summary, the organisation requires special psychological and communicative competence from the persons involved, where there are undesired consequences as a result of decisions made. Otherwise the communication falls back onto the decision premises and there have a dysfunctional effect.