A project risk manager is concerned about the low performance of risk management on a mission-critical project. After assessing the situation, the risk manager finds that the communication style may…

Question

Options

• AUse follow-up emails, adopt an open door policy, and ask for feedback
• BSeek hidden agendas, vent frustrations, and allow others to vent frustrations
• CProvide continuous support, counseling, build trust, and open communications
• DConduct one-on-one meetings, more frequent follow-up meetings, and implement the

• A
  4% (1)
• B
  7% (2)
• C
  74% (20)
• D
  15% (4)

Explanation

When communication is identified as the root cause of poor risk management performance, the solution must address the underlying interpersonal and organizational dynamics rather than just tactical changes. Providing continuous support and counseling demonstrates investment in team members' success, building trust creates psychological safety for open reporting of risks, and fostering open communications removes barriers that cause risks to be hidden or underreported. Option A (emails and open door policy) is too passive and transactional. Option B (seeking hidden agendas and venting frustrations) is counterproductive and damaging to team morale. Option D (one-on-one meetings and follow-up meetings) addresses symptoms but not the root cause. Option C targets the cultural and relational foundation that effective risk communication depends on.

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