But what does it mean to win? Obviously not to have unplanned events, but depending on your perspective that will also mean no unplanned events and meeting production targets, or meeting a stretch budget target, or to maintain strong regulatory relationships, or to improve operational culture. These goals are not always mutually aligned a balance must be struck to ensure the right judgements are made to control risk. In ‘Game Playing’ mode, there is a clear advantage to try different scenarios to safely test the impact of removing the next block from the Jenga tower…. However, in daily operations, how aware are we there are many little nudges to the blocks being made, which in isolation, do not appear to have any material significance but add up all those little moves and adjustments, and you might only be one step away from losing the game. Think cumulative risk, organisational change, a growing trend of deferrals, a tendency to drift towards lower standards, or a complacent culture, as some examples which can weaken the overall resilience of the structure. If we turn the rules of the game on their head, we can conjure a different approach to risk management. Rather than gradually, and often unintentionally, removing blocks to weaken an originally sound structure without it falling, let’s assume the starting point is a degraded structure with hidden weaknesses and imbalances.

From here, the rule could be to add blocks. Now liken this to a strong organisation, management system and workforce moving towards best practice – a winning strategy! Over time, and by looking at the Jenga tower from different angles, you gradually build a strong, robust structure which is resilient from knocks and pushes. Game-based scenarios can be used in a safe environment to test strategies and decision-making.

Rules of jenga game