Hewett CJM et al (2004) Towards a nutrient export risk matrix approach to managing agricultural pollution at source. Saf Sci 76:21–31įranks AP, Maddison T (2006) A simplified method for the estimation of individual risk. Occupat Med-Oxford 51(2):118–123ĭuijm NJ (2015) Recommendations on the use and design of risk matrices. Chapman & Hall/CRC Press, Baca RatonĬook R (2008) Simplifying the creation and use of the risk matrixĬox LA (2008) What’s wrong with risk matrices? Risk Anal 28(2):497–512ĭonoghue AM (2001) The design of hazard risk assessment matrices for ranking occupational health risks and their application in mining and minerals processing. Saf Sci 72:229–239Īyyub BM (2003) Risk analysis in engineering and economics. Dobbs previously taught in the graduate colleges of business and education at Northern Arizona University, Sport Management and Leadership at Ohio University, and the Jerry Colangelo College of Sports Business at Grand Canyon University.Ale B, Burnap P, Slater D (2015) On the origin of pcds-(probability consequence diagrams).
Consequence probability matrix professional#
He facilitates workshops, seminars, and consults with a wide-range of professional organizations and teams. Dobbs has worked with professional, collegiate, and high school athletes and coaches teaching leadership as a part of the sports experience. A teacher, speaker, consultant, and writer, Dr. Cory Dobbs is a national expert on sport leadership and team building and is the founder of The Academy for Sport Leadership. Leadership Quest advances an athlete-centered approach to developing the leader within each and every student-athlete.Ĭlick here for more information on the: Leadership Quest Packĭr. Using the power of storytelling, Leadership Quest presents a proven framework for student-athletes to follow and become exceptional leaders on the playing field and in everyday life. This book provides a simple, yet powerful, model of leadership that will build confident and effective team leaders for any sport. Cory Dobbs offers student-athletes a leadership fable that is engaging, instructive, and transformative. Yes, you need to win to validate your coaching skills and abilities, but how do you know when you’re succeeding in developing future leaders and people of character? How do you nurture, challenge, and build young people up, equipping them to make a difference in the lives of the people they’ll interact with throughout their lives? The skillful and authentic use, or neglect, of The People Principle can make the difference between change for the better or no change at all in the student-athlete.Īs a coach, administrator, and educator of young student-athletes your ability to help them become their best is perhaps your greatest responsibility. The People Principle, when applied, increases the utilization of human potential in the team and school settings, creating conditions that generate commitment to a meaningful experience. Nothing is more fundamental to tap human potential than the coach and player relationship-let’s call this **The People Principle.** Simple truths are often overlooked, yet powerful in action. Think about this: How often do your decisions and actions influence the direction of a student-athlete’s life? It’s an incredibly humbling thought, isn’t it? That a person’s life-direction can be guided by your views, your values, and your choices. Nothing is More Fundamental to Tap Human Potential than the Power of Relationships As a team member, how can you use this matrix to help your teammates make better decisions?.In which of the four quadrants would you find the most “immature” behavior? Why?.How do you know negative consequences will result from your action(s)? Inaction?.How do you know positive consequences will result from your action(s)? Inaction?.Do you agree with the idea that the best decisions are those that have the most positive consequences for you and your teammate? And that the poorest decisions are those that have the most negative consequences? Give an example to explain your reasoning.However, the consideration of the consequences of a given decision in terms of one’s self and one’s teammates in the near and distant future should increase the probability that harm to relations and relationships can be avoided.
Using this matrix will not guarantee that your decisions will be good ones. I cannot decide at this time (Need more information, time, etc.) You begin by asking “What will happen to my teammate(s) if I act upon this decision? Over time, such reflective thinking will become habit. While this is only one criterion which can and should be applied to any decision you make, it is an important one. You will make better decisions if you focus on how the consequences of your actions affect your teammates.
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