DYNM 604 - Organizational Dynamics Program

Confidentiality Policy
Students in DYNM classes are encouraged to discuss challenges and opportunities affecting their
own organization and its members. While the purpose of class discussion is educational, it is the
obligation of each student and of the course instructor to ensure that privacy, confidentiality, and
protection of rights are maintained. DYNM adheres to the following policy to ensure this.
Class discussion should not disclose protected or confidential or personally identifiable information
concerning an organization or individual unless (1) the organization or person has consented in
writing, or (2) there is legal authorization for doing so. To avoid disclosing such information one
should take reasonable steps to disguise organizations and persons, particularly in papers and
written assignments.
Papers submitted to a course instructor are confidential and will not be shared or discussed other
than between the student and professor. Papers that are to be distributed or made available for
others to read or submitted for publication should not disclose protected or confidential or
personally identifiable information concerning an organization or colleagues unless (1) one takes
reasonable steps to disguise the person or organization, (2) the person or organization has
consented in writing, or (3) there is legal authorization for doing so.
About Organizational Dynamics
The mission of Organizational Dynamics is to create and deliver multi-disciplinary and integrated
education to enable our working students to be more effective leaders and sources of sustainable
growth, development, and creativity in their professional pursuits.
The academic domain of Organizational Dynamics encompasses a body of knowledge that draws
from multiple disciplines and perspectives. Organizational Dynamics provides working professionals
with the diversity of knowledge, skills, and frameworks needed to navigate, lead and sustain in the
continuously changing, increasingly complex, and diverse global environment. The curriculum of
Organizational Dynamics at Penn addresses the sources, nature, meanings, and management of
dynamic organizational and multi-stakeholder forces as well as their co-producing effects. The
philosophy of Organizational Dynamics is that a trans-disciplinary, integrated approach to
understanding modern organizations and communities and their activities is essential; modern
leadership requires multiple and diverse perspectives of inquiry, evaluation, and understanding.
Organizational Dynamics
Spring 2015
Managing Enterprise Risk
DYNM 604
Jane Combrinck-Graham
Faculty
Reading (underlined titles are books)
Class
/ Date
Topic / # of
reading pgs
1
Jan 15
Introductions;
housekeeping
We will chart our appetites and those of our
organizations for taking risk
Presentation and
Paper ground-rules
2
Jan 22
What’s risk
management?
(136 pgs. net)
Mumpsimus Revisited: Essays on Risk Management, H.
Felix Kloman; Seawrack Press 2005 (Chapters 9-11
optional)
What’s ‘burning a
hole’ on your desk?
3
The risk
management
of what?
The Risk Management of Everything; Michael Power
Identify your voice
in presenting your
topic: is it you in
your current
position or would it
be more likely to be
another member of
the organization or
a consultant?
Jan 29
(90 pages)
Managing Risks: A New Framework; Robert Kaplan &
Anette Mikes
How to Build Risk into Your Business Model; Karen
Girotra & Sergei Netessine
Don’t Mention It: How ‘Undiscussables’ Can Undermine
and Organization; Knowledge@Wharton
Presentation /
Paper prep
HR Sourcing Decisions and Risk Management; Peter
Cappelli
Allianz Risk Barometer on 2014 Business Risks; Allianz
SE
What Are the Top Five Risks the World Faces in 2014?
Knowledge@Wharton
4
Feb 5
Everyone’s a
risk manager
Managing the Multiple Dimensions of Risk-Part II: The
Office of Risk Management; Anette Mikes & Robert
Kaplan
(60 pages)
Strengths Become Weaknesses: Cognitive Biases in
Founder Decision-Making; Noam Wasserman & Kyle
Anderson
Before You Make that Big Decision…; Daniel
Kahneman, Dan Lovallo & Olivier Sibony
How the Option to Do Nothing Can Help You Get Things
Done; Knowledge@Wharton
Decisive: How to Make Better Choices; Chip Heath
How (Un)ethical Are You?; Mahzarin Banaji, Max
Bazerman & Dolly Chugh
Risky Business: How Social Psychology Can Help
Improve Corporate Risk Management; Joshua Bruce
Risky Trust: How Teams Build Trust Despite High Risk;
Faaiza Rashid & Amy Edmmondson
Teamwork in a Shock Trauma Unit: New Lesson in
Leadership; Knowledge@Wharton
Page 1 of 3 pages
Identify your
audience: who can
authorize or fund
your recommended
course of action
based on your
analysis?
Organizational Dynamics
Spring 2015
Managing Enterprise Risk
DYNM 604
Jane Combrinck-Graham
Faculty
Who Has the D? Paul Rogers & Marcia Blenko
5
Feb 12
Modeling
uncertainty
(78 pages,
including an
exercise)
Afterword: The value of a Strategic Conversation; User’s
Guide: How to Hold a Strategic Conversation; Appendix:
Steps to Developing Scenarios; The Art of the Long
View; Peter Schwartz
Decision Analysis; George Wu (Harvard Business
School)
Monte Carlo; Project Risk Analysis and Simulation
Software User Guide; Primavera Systems, Inc.
What are the
desired outcomes
of your
presentation to the
selected audience
and what are some
possible
consequences?
Risk and Opportunity Assessment Model (ROAM);
Educational Services Institute & George Washington
University
The Six Mistakes Executives Make in Risk Management;
Nassim Taleb, Daniel Goldstein & Mark Spitznagel
6
Managing an
enterprise’s
Feb 19
risk through
ERM?
(87 pages
including an
exercise)
Enterprise Risk Management – Business Insurance White
Paper
Enterprise Risk Management: Understanding and
Communicating Risk Appetite; Larry Rittenberg & Frank
Martens
Enterprise Risk Management functional description; Aon
corporate website
Enterprise Risk Management at Hydro One (A), HBS
Case Study; Anette Mikes
Prepare Your Organization to Fight Fires; Karl Weick
An Improved Method for Managing Catastrophic Supply
Chain Disruptions; James Bradley
How To Survive Climate Change and Still Run a Thriving
Business; Eric Lowitt
The Risk Management of Nothing; Michael Power
7
Feb 26
Don’t waste
the crisis
(45 pages and
a 45 minute
audio)
Learning to Live with Complexity; Gokce Sargut & Rita
Gunther McGrath
Embracing Openness: Designing for Loss of Control;
Tim Leberecht
CLASS: Five Elements of Corporate Governance to
Management Strategic Risk; Stephen Drew, Patricia
Kelley & Terry Kendrick
How to Avoid Catastrophe; Catherine Tinsley, Robin
Dillon & Peter Madsen
Innovation Risk: How to Make Smarter Decisions;
Robert Merton
Learning One’s Way into Organizational Change; Alan
Barstow
Page 2 of 3 pages
What analytical
framework will you
employ to persuade
your audience to
support your
desired outcome?
Organizational Dynamics
Spring 2015
Managing Enterprise Risk
DYNM 604
Jane Combrinck-Graham
Faculty
Managing the Crisis You Tried to Prevent; Norman
Augustine
The Path to Corporate Responsibility; Simon Zadek
The Right Kind of Failure; Loren Gary
When TED Lost Control of its Crowd; Nilofer Merchant
The TED Radio Hour: Making Mistakes: What Can
Doctors Learn by Admitting Their Mistakes?; Can We
Gain Strength from Shame?; Are There Mistakes in
Jazz?; Is Conflict Good for Progress? 3/29/2013
8
Mar 5
Presentation/
Present 10 minute summary of issue, voice, audience,
paper abstracts risk management analytical approach, desired resolution
No
class
3/12
conference
call to finalize
presentations
Review my response to Class 8’s presentations in order
to discuss any further concerns by phone on date and
time TBD; thoroughly complete final reading
Webinar login/dial-in to be
provided
9
Summing up
The Fantods of Risk: [More] Essays on Risk
Management; H. Felix Kloman; Seawrack Press 2008
Measuring,
reporting and
revising proposed
issue resolution
Mar 19 (120 pages
net)
hand in a written
abstract outline
10
Presentations
Mar 26
4 hour class
11
Presentations
April 2
4 hour class
12
Presentations
April 9
4 hour class
 The 6:00 to 9:00 pm class meetings on Thursday nights will begin and end promptly; the final
presentation meetings will have a different timetable to be established during the first week.
 Participants will be assigned to lead discussion of specific readings for the following week’s class
but all participants must complete all readings prior to each class.
 The presentation and paper topic should be an actual issue or decision your organization faces to
which you will apply a risk management approach to present to an identified audience the best
path to its resolution.
 Presentations will be delivered in typical business format – as a concise summary with limited
time and audience attention – concluding with your recommendation for the actions you seek from
the audience.
 The written paper – addressed to the same ‘audience’ - of at least 20 double-spaced pages not
including appendix is due no later than Monday, April 21, without exception.
 The grade is based on your contributions to class discussion, your class presentation, your
participation in the other participants’ presentations, and your written paper.
 I am available throughout the semester through my email [email protected] or by
office 215-255-1965 or home phone 215-248-3188, and welcome questions and concerns.
Page 3 of 3 pages

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