Constructive Dialogue and ERM: Lessons from the Financial Crisis Case and provide response for following questions.
1. What are the preconditions for conducting constructive dialogue in an organization?
2. Is effective risk management possible without constructive dialogue?
3. What are the forces that tend to undermine effective risk management in an organization?
4. Given its obvious value in helping an organization to understand
the major risks that could prevent it from accomplishing its mission and
objectives, why was the financial sector, including a risk-sensitive
organization such as Goldman Sachs, so slow in adopting ERM?