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2021 | OriginalPaper | Chapter

4. Business-as-Usual Versus Divergent Hazards

Authors : Franco Oboni, Cesar H. Oboni

Published in: Convergent Leadership-Divergent Exposures

Publisher: Springer International Publishing

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Abstract

We start this chapter with a case history from Lao PDR (Anecdote 4.1) which illustrate how adverse conditions, but not necessarily divergent hazards, may lead to failure. The example also shows in its closing point why many countries have adopted the concepts of ALARA (as low as reasonably achievable).

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previous chapter The Context of Divergence
next chapter Corporate Risks and Exposures Versus the Public’s Wants and Reactions
Appendix
Available only for authorised users
Literature
Kim Y, Lee M, Lee S (2019) Detection of change in water system due to collapse of Laos Xe pian-Xe namnoy dam using KOMPSAT-5 satellites. Korean J Remote Sens 35(6_4):1417–1424
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[NIST] Initiative, J.T.F.T. (2012) Guide for conducting risk assessments. National Institute of Standards and Technology, Gaithersburg
Oboni F, Oboni C (2020) Tailings dam management for the twenty-first century. Springer
Renn O, Klinke A (2004) Systemic risks: a new challenge for risk management: as risk analysis and risk management get increasingly caught up in political debates, a new way of looking at and defining the risks of modern technologies becomes necessary. EMBO Rep 5(S1):S41–S46CrossRef
Wilson AC, Crouch E (1982) Risk/benefit analysis. Ballinger Publishing Company
Metadata
Title
Business-as-Usual Versus Divergent Hazards
Authors
Franco Oboni
Cesar H. Oboni
Copyright Year
2021
Book
Convergent Leadership-Divergent Exposures

Print ISBN: 978-3-030-74929-3

Electronic ISBN: 978-3-030-74930-9

Copyright Year: 2021

DOI
https://doi.org/10.1007/978-3-030-74930-9_4