Showing papers by "Simon French published in 2006"

Managing Food Chain Risks: Integrating Technical and Stakeholder Perspectives on Uncertainty

Abstract: We explore ways for expressing and communicating uncertainties about food risks and the options for including views from different stakeholders, including members of the public, in risk assessment and risk management Uncertainty is not only a major consideration of technical risk assessments but also needs to be understood within the two-way interaction with various stakeholders, ranging from specialist risk managers to members of the public We consider techniques for integration of technical risk assessment methodologies, including measures of the uncertainties, with social science inputs on participation processes, consumer behaviour and effective risk communication We use case studies representing different types of risk – chemical contamination, and microbial contamination – to focus the discussion The paper reviews the approach of ongoing interdisciplinary research which is exploring ways of communicating risks and involving members of the public and other stakeholders in defining the interfaces and processes needed

Are current processes for nuclear emergency management in Europe adequate

Abstract: We describe the results of process mapping of nuclear emergency management procedures in four European countries. We find clear differences and explore these in relation to their suitability for building a shared understanding across the emergency management team of the evolving situation and a balanced appreciation of the uncertainties. Our findings indicate that there are some issues that cause concern in that the procedures may run smoothly and efficiently but they may also risk underestimating uncertainty or ignore key issues that have only been identified by a minority of experts or models. We are concerned that they do not facilitate the building of shared mental models that the literature such as that on highly reliable organisations has shown is important.

When Experts or Models Disagree

Abstract: In managing crises, decision makers are confronted with a plethora of uncertainties. Many arise because the world is uncertain, particularly in the context of a crisis. But some arise because analyses based upon different, but seemingly equivalent models lead to different forecasts. Other times expert advisors differ in their explanations and predictions of the evolving situation. We argue that when handled correctly such conflict can alert the decision makers to the inherent complexity and uncertainty of the situation and improve their management of the crisis.