½ËÕÊ¡ÄϾ©ÊС¢ÑγÇÊÐ2018½ì¸ßÈýµÚÒ»´ÎÄ£Ä⿼ÊÔ Ó¢Óï upon which your project depends. The types of risks you identify will depend on the specifics of your work.
Once you have a list of risks, evaluate each one in two scales:
Likelihood. Force yourself to honestly assess how likely each risk is.
Impact. Then think about how much damage could occur under each situation.
Now it?s time to draft a second, more-detailed list. Go back through your initial list and consider how you might make each potential negative outcome less likely to occur, and also how you might minimize the damage to your project if one does happen. In project-management term, this step is known as risk mitigation. A mitigation is anything that makes a risk less likely to spoil your overall goal.
Once you have drafted your list of mitigations, the final step is to go down that list and think about which ones are ¡°worth it¡±. Look at all the information you?ve gathered about your risks and mitigations, and make a call about what it makes sense to do. You probably have more intuition in this area than you realize, because most of us instinctively do risk-mitigation calculations in the nonwork areas of our lives. For instance, every time you decide whether or not to buy a guarantee on a new electronic toy, you?re doing this calculation in your head.
You have probably been intuitively doing some sort of risk analysis in your work life, too. Moving to a more explicit analysis (but one that is more qualitative than quantitative-unless you like to play with numbers) can encourage you to acknowledge when you?re making overly optimistic assumptions. And this gives you a better chance to make plans that will withstand the failure of at least a couple of those assumptions.
Bringing your risk analysis out from the field of intuition can also help you overcome a tendency to overly ignore risk. It is easier to go ahead and take a big risk when you know that you have mitigations in place and a backup plan if things go wrong.
Thinking about risk can be a big scary, but really, ignoring risk is the riskiest behavior of all.
½ËÕÊ¡ÄϾ©ÊС¢ÑγÇÊÐ2018½ì¸ßÈýµÚÒ»´ÎÄ£Ä⿼ÊÔ Ó¢Óï Don¡¯t Avoid Risk-Manage It Passage outline Introduction Risk is 71. Supporting details whatever we do. way. Risk is beneficial to us if we cope with it in a 72. Admit the risks and make a list of 73. While evaluating them, make 74. Steps to manage risks errors. for likelihood and impact. Consider how to avoid the negative outcome to the greatest 75. 78. of risk 79. and prevent your project from being 76. should are that you will make more realistic analysis assumptions. Meanwhile, a backup plan will be made for you to 80. up to 71.
¡¾´ð°¸¡¿unavoidable/inevitable
¡¾½âÎö¡¿¾äÒâת»»£¬¶¨Î»ÔÎĵÚÒ»¶ÎµÚÒ»¾ä»°¡°Everything we do in life involves risk.¡±ÒëΪ¡°ÎÒÃÇÉú»î ÖÐ×öµÄÿһ¼þÊÂÇé¶¼¹Øºõ·çÏÕ¡£¡±¿ÉµÃÖª¡°·çÏÕÊÇÎÞ·¨±ÜÃâµÄ¡£¡± 72.
¡¾´ð°¸¡¿strategic
¡¾½âÎö¡¿´ÊÐÔת»»£¬¶¨Î»ÔÎĵڶþ¶ÎµÚ¶þÈýÐС°if we think strategically about risk, we can use it to¡coming through difficult situation with our goals intact.¡±ÒëΪ¡°Èç¹ûÎÒÃÇÕ½ÂÔÐÔµÄ˼¿¼·çÏÕ£¬ÎÒÃÇ¾Í ¿ÉÒÔÀûÓ÷çÏÕÀ´Ôö¼Ó¿Ë·þÀ§ÄѵĿÉÄÜÐÔ£¬²¢ÍêÃÀµØÊµÏÖÄ¿±ê¡£¡±¿ÉµÃÖª¡°Èç¹ûÎÒÃÇÕ½ÂÔÐԵش¦Àí·çÏÕ£¬ ·çÏվͿÉÓÐÀûÓÚÎÒÃÇ¡£¡± 73.
¡¾´ð°¸¡¿potential/possible
¡¾½âÎö¡¿¾äÒâת»»£¬¶¨Î»ÔÎĵÚÈý¶ÎÈýËÄÐС°But try to identify common risks---like the departure of a key colleague for new job or the failure of a new technique upon which your project depends.¡± ÒëΪ¡°ÊÔͼȷÈÏ ÆÕ±éµÄΣÏÕ£¬±ÈÈçÒ»¸ö¹Ø¼üÔ±¹¤ÒªÀëÖ°»òÕßÏîÄ¿ËùÒÀÀµµÄпƼ¼Ê§°Ü¡±¡£¿ÉµÃÖªÕâЩ·çÏÕ¶¼ÊÇ¿ÉÄÜ»ò DZÔÚµÄΣÏÕ£¬¼´¡°È·ÈÏ·çÏÕ²¢Áгö¿ÉÄܵÄ/DZÔڵķçÏÕ¡£¡± 74. ¡¾´ð°¸¡¿allowance(s)
½ËÕÊ¡ÄϾ©ÊС¢ÑγÇÊÐ2018½ì¸ßÈýµÚÒ»´ÎÄ£Ä⿼ÊÔ Ó¢Óï ¡¾½âÎö¡¿¾äÒâת»»£¬¶¨Î»ÔÎĵÚËĶΡ°Once you have a list of risks, evaluate each one on two scales.¡±Òë Ϊ¡°Ò»µ©ÄãÁгöÁË·çÏÕÇåµ¥£¬´ÓÁ½¸ö·½Ã棨¼´¿ÉÄÜÐÔºÍÓ°ÏìÐÔ£©À´ÆÀ¹Àÿһ¸öDZÔÚ·çÏÕ¡£¡±make allowance(s) for¡°¿¼Âǵ½£¬¹À¼Æµ½£¨ÈçÔÙ¾ö²ß»ò¼Æ»®Ê±£©¡±£¬¼´¡°µ±ÄãÆÀ¹À·çÏÕʱ£¬¿¼ÂÇһϿÉÄÜÐÔºÍ Ó°ÏìÐÔ¡£¡± 75.
¡¾´ð°¸¡¿degree/extent
¡¾½âÎö¡¿¾äÒâת»»£¬¶ÔÓ¦ÔÎĵÚÎå¶ÎµÚ¶þÈýÐС°consider how you might make each potential negative outcome less likely to occur, and also how you might minimize the damage to your project if one does happen.¡±ÒëΪ¡°¿¼ÂÇÈçºÎ×î´óÏ޶ȵرÜÃâÿһ¸öDZÔÚ¸ºÃæ½á¹ûµÄ·¢Éú£¬Í¬Ê±Ò²Ë¼¿¼Ò»ÏÂÈç¹û¸ºÃæ½á¹û ·¢ÉúÁË£¬ÈçºÎ×î´óÏ޶ȵؼõÉٸ÷çÏÕ¶ÔÓÚÏîÄ¿µØË𺦡£¡± ¿ÉµÃÖª ¡°¿¼ÂÇ×î´ó³Ì¶ÈµØ±ÜÃâ¸ºÃæ½á¹û¡£¡± 76.
¡¾´ð°¸¡¿damaged/spoiled
¡¾½âÎö¡¿´ÊÐÔת»»£¬¶¨Î»µ½ÔÎĵľä×Ó¡°¡and also how you might minimize the damage to your project if one does happen.¡±ºÍ±í¸ñ¾ä½øÐбȽÏÕÒµ½ºËÐÄ´Ê£ºdamage£¬±í¸ñ¾äÇ°ÃæÓÐ being Ϊ±»¶¯¾ä£¬´ð°¸ damaged »ò spoiled¡£ 77.
¡¾´ð°¸¡¿deserve
¡¾½âÎö¡¿Ï¸½ÚÀí½â£¬¶ÔӦϸ½Ú¡°Look at all the information you¡¯ve gathered about your risks and mitigations, and make a call about what it makes sense to do. You probably have more intuition in this area than you realize¡¡±¿ÉÒÔ¸ÅÀ¨³öÄãÒªÔÚÄãÐж¯Ç°ºÃºÃ˼¿¼Õâô×öÊÇ·ñÖµµÃ¡£¸ù¾Ý±í¸ñÖоäÒ⣬´Ë´¦¿ÉÒÔÌî deserve¡£ 78.
¡¾´ð°¸¡¿Benefits/Advantages
¡¾½âÎö¡¿¸ÅÀ¨Ì⣬¶ÔӦϸ½Ú 1¡°Moving to a more explicit analysis can encourage you to acknowledge when you¡¯re making overly optimistic assumptions.¡±ºÍϸ½Ú 2¡°Bringing your risk analysis out from the field of intuition can also help you overcome a tendency to overly ignore risk.¡±¿ÉÖªÕâÒ»²¿·ÖÔÚ½² risk analysis µÄ ºÃ´¦£¬¹Ê´ð°¸Îª£ºBenefits »ò Advantages£¬×¢ÒâÊ××ÖĸҪ´óд¡£ 79.
¡¾´ð°¸¡¿Chances
¡¾½âÎö¡¿Ô´ÊÌ⣬¶¨Î»µ½ÔÎľä×Ó¡°And this gives you a better chance to make plans that will withstand the failure of at least a couple of those assumptions.¡± ºÍ±í¸ñ¾ä½øÐбȽÏÕÒµ½ºËÐÄ´Ê£ºchances£¬´ð°¸ Chances£¬×¢ÒâÊ××Öĸ´óд¡£ 80. ¡¾´ð°¸¡¿face/stand
½ËÕÊ¡ÄϾ©ÊС¢ÑγÇÊÐ2018½ì¸ßÈýµÚÒ»´ÎÄ£Ä⿼ÊÔ Ó¢Óï ¡¾½âÎö¡¿´ÊÒâת»»£¬¶¨Î»µ½Ï¸½Ú 1¡°It is easier to go ahead and take a big risk when you know that you have mitigations in place and a backup plan if things go wrong.¡±ºÍϸ½Ú 2 ¡°¡that will withstand the failure¡¡± ¿ÉÒԵóö¡°¾µÃסʧ°Ü¡±£¬±í¸ñÖÐת»¯³É´Ê×飬¿ÉÒÔÌface »ò stand¡£
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