How we handle the work of risk management is as much about managing emotions and values as it is about techniques and tactics. We focus here on healthcare and other high-risk settings where anxiety about the work of risk management shapes how professionals and leaders deal with the complexities of risk in everyday work.

Moving knowledge into practice is difficult in complex settings such as healthcare. This is because knowledge is essentially social and contextual in its very nature. Straightforward, linear 'transfer' models fail to work. Our analysis of mobilizing management research across 6 organizations shows the importance of tailoring knowledge to fit local contexts. It's an ongoing process of learning, adapting, and applying knowledge to lead our organizations toward better outcomes

My book with UK colleagues focuses on the strategic importance of evidence-based management in healthcare organisations. Despite a rich tradition of evidence-based medicine, most leadership thinking still hasn’t caught up with the latest research. We are seeing a mix of influences from major players like consultancies, governments, and business schools. But on the ground, healthcare organizations struggle with how to make these ideas work in practice. Our book is a fascinating look at how bigger political and economic currents shape our approach to leadership in healthcare. The key insights here are that high-level strategies need to meaningfully connect with local leadership teams to understand how to really make an impact.