The purpose of this paper is to offer some observations on organisational culture, risk culture and conduct risk and to encourage reflection on the differences and similarities between these three aspects of culture in organisations.

This is not a piece of academic research but results from our practical experience at DMC in helping clients to improve their risk culture and from our broader work with clients as Certified Performance Technologists, which requires a deep involvement in organisational culture.

The Principals of Dawson McDonald Consulting (DMC), John Dawson and Carmel McDonald, both have social science backgrounds. 

Both have also achieved Certification by the International Society for Performance Improvement (ISPI) as experts in that field so naturally they have a close interest in what influences behaviour in organisations and how that impacts on organisational performance. 

DMC has been helping private and public sector organisations for more than a decade to strengthen their Risk Cultures.

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