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David A. Shore, PhD, is a recognized authority on innovation, managing change initiatives, strategic planning, and gaining competitive advantage. Throughout his career, Shore has worked to combine research, consulting, and teaching to build constructive links between theory and practice.
David A. Shore, PhD, is associate dean and founding director of the Trust Initiative at the Harvard School of Public Health, where he also serves as executive director of the Center for Continuing Professional Education.
View David Shore’s profile on LinkedIn, the world’s largest professional community. David has 8 jobs listed on their profile.
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- At The Start, Identify The Risks You face.
- Quantify The risks.
- Establish A Risk Threshold.
- Create Contingency Plans.
- Monitor Risks Over time.
- Consider Assigning A Risk Watcher.
Make a list. Formalize this process by holding a premortem. Just as a postmortem enables the team to assess what went right or wrong after the fact, a premortemprovides a space for thinking in advance about what could go wrong during the project. As you and your team brainstorm, you should cast a wide net. Consider factors intrinsic to the project ...
Not all risks are created equal. The risk of a slight delay in funding might be very different from the risk of a major partner pulling out of a joint venture. By quantifying the risk, you decrease the influence emotions can play and allow different risks to be compared. One method is to assess the risk along two dimensions: the probability of the ...
Consider your initiative’s tolerance for risk and then establish a threshold. If you are not sure where to start, set your threshold at the center of your risk scale. For example, on a scale of 1 to 25, start with 12 as your threshold. Compare your quantified risks to the threshold and then spend some time thinking about the ones that exceed the th...
For each risk, engage in a thought experiment. First, think about what steps you can take, if any, to eliminate or mitigate the risk. It may be that a small adjustment to your plan will reduce the probability to zero. Second, think about what you plan to do if that possibility becomes reality — in other words, if the risk becomes an issue. Will the...
Along with the Gantt charts, status reports, dashboards, and other tools that help you assess your progress, you can also create a Risk Register (also called a Risk Log) that sets out all the risks, their risk factors, and current status. As you reach a particular milestone, perhaps one risk can be eliminated from consideration because it is no lon...
You may want to identify a particular team member who has the responsibility to monitor risks and raise flags. Teams working on change initiatives are by definition optimistic. While everyone else on the team might be saying, “This will go fine,” someone needs to be able to say, “Clouds are rolling in” or “We’ve said that for the last six meetings ...
David A. Shore. David is a recognized authority on innovation, managing change initiatives, strategic planning, and gaining competitive advantage. He serves as a lecturer at Harvard Extension School. Previously, he spent 20 years at the Harvard T.H. Chan School of Public Health, where he served as associate dean.
David Shore. Adjunct Professor of Organizational Development, Business School, University of Monterrey, Mexico. Enroll now. Learn More. Drive organizational change with innovative change management strategies and roadmaps for action.
Focused on delivering commercial value, patent attorney David Shore leverages a Ph.D. in molecular biology from Harvard Medical School to build and defend portfolios in complex competitive landscapes.
