Making Robust Decisions
Making Robust Decisions
Preface
An Introduction to Behavioural Risk Management
Risk Management Context
Value-at-Risk as the Dominant Risk Management Tool in the Financial Industry
Case Studies on Risk Management Failure
The Role of Regulation in Risk Management
Advances in Behavioural Economics and Finance
Behavioural Issues with Probability
Systems Theory
Using Scenarios
Making Robust Decisions
Advances in the Risk Management Process
Behavioural Risk Management in the Financial Markets
Countervailing Power
Behavioural Risk Management: Closing Thoughts
Appendix: Selective list of Behavioural Biases
Bibliography
The risks faced by an organisation can generally change for two reasons: due to the external environment and by internal processes. External changes that change financial markets can, for instance, be from a catastrophic event, new government policies or the ethical preferences of the general public. Internal changes are mostly due to deliberate decisions, provided we run a well-governed organisation. Examples here are decisions to change the asset allocation, or launch a new product, regular price updates, optimising the liquidity buffer or setting up a new communication strategy.
Both types of cases require decision-making. Decisions can be well-founded, properly organised or more implicit. It is good to be aware of the changes in risk profile that any business decision can cause. The distinction between external and internal changes in the risk profile is useful – after all, external changes happen to us, and we don’t normally have an opportunity to influence the event itself. This requires a continuous monitoring of the external environment. A good risk manager understands that the consequences of an event should be managed by decisions to mitigate the risks.
When
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