A few weeks ago, we explored managing risks arising from situations of a delicate nature that cannot be widely disclosed within the enterprise. Because the conventional risk management apparatus — plans, meetings, publication, review and approval — is likely to lead to inappropriate disclosure of sensitive personal information, either such risks are not managed properly, or sensitive personal information is disclosed inappropriately or even illegally.
Let's examine what we would need to do to manage these risks while maintaining an appropriate level of confidentiality.
- Confidentiality infrastructure
- Whatever infrastructure we deploy must be capable of maintaining the confidentiality of sensitive personal information. It's likely that we need a tiered structure for access to personnel-sensitive risk management information. When designing or modifying procedures for managing personnel-sensitive risks, experts in management, security, risk management, and human resources must be involved.
- Multi-part risk plans
- Because some parts of a given risk plan could contain sensitive information, those parts might have to be separated and have controlled access. The number of controlled-access components of a risk plan could depend on the individuals who present personnel-sensitive risks. For instance, in a need-to-know based system, if risks associated with two people are involved and they have different supervisors, we might need independently confidential risk plan components for the two personnel-sensitive risks.
- Access for project managers and sponsors
- For a given project, the project manager and sponsor must have full access to risk management artifacts. To develop and manage their risk plan, they might need access to personnel-sensitive information not normally available to them. This could require adjustment of existing policies.
- Confidential risk reviews for personnel-sensitive risks
- Currently, It's likely that we need a tiered
structure for controlled access
to personnel-sensitive risk
management informationrisk plan review is usually conducted without regard to personnel confidentiality. That process can continue for the enterprise-public portions of risk plans, but the personnel-sensitive components must be reviewed in a confidential manner.
- Confidential budgeting and resource allocation
- Components of project budgets and resource allocation plans intended to cover personnel-sensitive risks can remain enterprise-public, but the documents justifying these budgets and allocations are likely to be confidential and have controlled access, in parallel with the risk plans that drive them.
- Since the people involved in these procedures include some who are unfamiliar with procedures for maintaining confidentiality of personnel matters, training in personnel confidentiality is probably required. And since many of those already familiar with personnel matters are probably unfamiliar with the ways of risk management, they might also require some training.
Because the set of people with access to a given controlled-access document or decision can vary with the content of the document or decision, the requirement for confidentiality of some risk plan components can become cumbersome. But the alternatives — either non-compliance with regulations or poor risk management or both — is worse. First in this series Top Next Issue
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More articles on Ethics at Work:
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used,
know how to detect them, and know how to respond.
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. When we encounter individuals who try to extract that information, we're better able to protect
it if we know their techniques.
- Ethical Influence: I
- Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing
that almost all of us consider ethical. Here's a framework that makes a good starting point.
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
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