Risk professionals in organisations with a broken risk culture need to navigate the effectiveness trap: how people inside powerful or corrupted institutions may tolerate actions they oppose to preserve access and influence. This includes exploring the moral uncertainty of working from within, the risks of dissent, and how a principled resignation can end up accelerating cultural norms that favour conformity over accountability.

Case study of 3M, looking at how individual and group dynamics suppressed concerns around forever chemicals, and what lessons this may hold for risk strategy more generally.

Whistleblowing is an extreme form of dissent. How organisations seek to disrupt, ignore and discredit whistleblowers provides insight into how organisations seek to actively silence unwanted dissent and challenge more generally.