Review Chapter 32: Constructive Dialogue and ERM: Lessons from the Financial Crisis Case

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?

You are required to respond to the questions thoroughly, in 250 -to-300 words each