Which of the following is the MOST effective inhibitor of relevant and efficient communication?
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A. B. C. D.C.
Blame culture should be avoided.
It is the most effective inhibitor of relevant and efficient communication.
In a blame culture, business units tend to point the finger at IT when projects are not delivered on time or do not meet expectations.
In doing so, they fail to realize how the business unit's involvement up front affects project success.
In extreme cases, the business unit may assign blame for a failure to meet the expectations that the unit never clearly communicated.
Executive leadership must identify and quickly control a blame culture if collaboration is to be fostered throughout the enterprise.
Incorrect Answers: A: This is the consequence of poor risk communication, not the inhibitor of effective communication.
B: This is the consequence of poor risk communication, not the inhibitor of effective communication.
D: Misalignment between real risk appetite and translation into policies is an inhibitor of effective communication, but is not a prominent as existence of blame culture.
Effective communication is critical for successful risk management, as it enables stakeholders to understand the risks they face and the measures taken to mitigate them. However, certain factors can inhibit effective communication, which can have adverse effects on risk management. Of the options provided, the MOST effective inhibitor of relevant and efficient communication is likely option B - the perception that the enterprise is trying to cover up known risk from stakeholders.
The perception that the enterprise is trying to cover up known risks from stakeholders is a significant inhibitor of communication. This is because stakeholders may view such behavior as an attempt to conceal risks or potential issues that could harm the organization or its reputation. This perception can lead to a lack of trust between stakeholders and the organization, which can hinder communication and prevent stakeholders from sharing critical information or feedback.
Option A refers to a false sense of confidence at the top on the degree of actual exposure related to IT and lack of a well-understood direction for risk management from the top down. This can also be an inhibitor of effective communication, as it can lead to a lack of clarity on the organization's risk management objectives and priorities. However, this may not be the MOST effective inhibitor of communication, as it primarily affects internal communication and may not have the same impact on external stakeholders.
Option C refers to the existence of a blame culture, which can create an environment where individuals are hesitant to share information or admit mistakes for fear of being blamed or punished. While a blame culture can certainly inhibit communication, it may not be the MOST effective inhibitor, as it primarily affects internal communication and may not have the same impact on external stakeholders.
Option D refers to a misalignment between real risk appetite and translation into policies. This can also be an inhibitor of effective communication, as it can lead to confusion about the organization's risk management objectives and priorities. However, like option A, this may not be the MOST effective inhibitor of communication, as it primarily affects internal communication and may not have the same impact on external stakeholders.
In summary, while all of the options provided can inhibit effective communication, the perception that the enterprise is trying to cover up known risks from stakeholders is likely the MOST effective inhibitor of relevant and efficient communication. This perception can lead to a lack of trust between stakeholders and the organization, which can hinder communication and prevent stakeholders from sharing critical information or feedback.