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www.sname.org/sname/mt October 2013 did not have what was expected of an emergency response service in the wake of several tanker accidents. FACET FIVE: KNOWLEDGE SHARING The risk discipline is fundamentally one of knowledge sharing. It is about learning, sharing, and building on the lessons of what works and what does not work. It is an iterative, non-linear process. Knowledge sharing cannot work within a particular organization or industry unless there is a certain level of transparency and a fully effective reporting culture. Secrets and data censoring actively impede good knowledge sharing and e ective, useful risk processes. Michael Klein-Urena, vice president of business development at SanSail Group, brings us his expertise on facet ve beginning on page 56. He examines knowledge sharing with respect to pro- cessing information and sharing so the organization can bene t, or at least prevent major problems from occurring. His example of Boeings failure of knowledge sharing on the development of the 787 Dreamliner illustrates the need to share as much as pos- sible. Otherwise, individuals and organizations can be clueless as to what needs to be done to execute a successful project, which leads to delays and cost overruns. Klein-Urena also looks at Toyotas approach in this area. Toyota thrives on knowledge sharing and freely gives away what many would consider trade secrets to its competitors. Another example Klein-Urena uses is in the maritime industry, demonstrating how knowledge sharing bridges the viewpoints of several participants on a medium-complexity project. e bene ts of the project become ampli ed and the unknown unknowns? begin to fall away. Good knowledge sharing is exempli ed by broad range data collection, active processing of information, and ultimately syn- thesis and distribution of useful knowledge. is process features a reinforcement loop: positive when things are done well and neg- ative when there are fundamental problems. Good knowledge sharing is a core value of any organization that practices supe- rior risk management. The safety case Were also pleased to have ABSG Consultings John Stiff and Donald Nordin onboard to explore risk leadership in this issue. Beginning on page 62, these two delve into the safety case con- cept, which they say can o er a better path for organizations to manage safety, especially with complex systems that are on the limits of prescriptive regulations and standards. Sti and Nordin write that a safety case should be a living document that has its roots in an organizations safety management system and culture. ey also demonstrate how a well-developed safety case can help to reduce compliance dependency? attitudes. Its important to bear in mind that this issue of (mt) is not a comprehensive treatise on the subject of risk leader- ship, because such a thing would require far more space than is available here. Rather, consider this the start of a dialog, and perhaps the beginning of a journey toward excel- lence in risk leadership for you and your organization. MTPeter Wallace is a naval architect and principal shipping advisor with Houston- based BG Group. LEADERSHIP 02THE WICKED PROBLEM 03RISK UNDERSTANDING AND RESPONSE CAPABILITY 0401VALUES KNOWLEDGE SHARING 05POINTING THE WAY