Read the Case: How a Distance of 10 Feet Can Be Fatal, Parts 1 and 2. Part 1 can be found in your Crisis Management text book at the beginning of Chapter 2. Part 2 can be found in your Crisis Management text book at the end of Chapter 2.

Answer the following questions. (Minimum of five hundred words.) Please see below. Thank you.

Although the terms risk and uncertainty are often used interchangeably, they are not the same. Risk is defined as the "cumulative effect of the probability of uncertain occurrences that may positively or negatively affect project objectives" (Ward 2008, 353). This is unlike uncertainty, which considers only the event and where the probability is completely unknown. The traditional view says that risk is a situation where an event may happen and the frequency of occurrence can be evaluated based on a probability distribution of past occurrences or environmental considerations. Although that observation has limited utility in project management, it does distinguish between risk and uncertainty. With risk, there is a sense of the relative level of event probability. With uncertainty, however, that probability is completely unknown.

To understand whether an event is truly "risky," the project manager must understand the potential effects resulting from its occurrence or nonoccurrence. Determining risk in this manner requires judgment. For example, although an event may have a low likelihood of occurring, the consequences, if it does occur, can be catastrophic. A commercial airline flight illustrates this type of situation: Although the probability of a crash is low, the consequences are generally grave. Although many people feel uncomfortable about flying because of the consequences of failure, most people do not consider flying a high risk. This example also emphasizes the principle that risk greatly depends on individual perception.

The nature of any given risk is composed of three fundamental elements: the event, the probability, and the severity (or impact) (see Figure 2.1). The event is the description of the risk as it may occur. Event descriptions are crucial. The probability and impact of a plane crash at the gate are far different from the probability and impact of a plane crash from an altitude of 30,000 feet. Thus, risk managers must explore the nature of the risk event itself before they can begin to examine risk probability and impact. Without a clear definition of the risk event, ascertaining probability and impact become far more difficult. As a rule, risk events should be described in full sentences. A template for such a sentence can be as simple as: (Event) may happen to the project, causing (impact to the project objectives). Such a consistent approach to the risk definition affords a much easier journey through the remainder of the risk process.

Although the terms risk and uncertainty are often used interchangeably, they are not the same. Risk is defined as the "cumulative effect of the probability of uncertain occurrences that may positively or negatively affect project objectives" (Ward 2008, 353). This is unlike uncertainty, which considers only the event and where the probability is completely unknown. The traditional view says that risk is a situation where an event may happen and the frequency of occurrence can be evaluated based on a probability distribution of past occurrences or environmental considerations. Although that observation has limited utility in project management, it does distinguish between risk and uncertainty. With risk, there is a sense of the relative level of event probability. With uncertainty, however, that probability is completely unknown.

To understand whether an event is truly "risky," the project manager must understand the potential effects resulting from its occurrence or nonoccurrence. Determining risk in this manner requires judgment. For example, although an event may have a low likelihood of occurring, the consequences, if it does occur, can be catastrophic. A commercial airline flight illustrates this type of situation: Although the probability of a crash is low, the consequences are generally grave. Although many people feel uncomfortable about flying because of the consequences of failure, most people do not consider flying a high risk. This example also emphasizes the principle that risk greatly depends on individual perception.

The nature of any given risk is composed of three fundamental elements: the event, the probability, and the severity (or impact) (see Figure 2.1). The event is the description of the risk as it may occur. Event descriptions are crucial. The probability and impact of a plane crash at the gate are far different from the probability and impact of a plane crash from an altitude of 30,000 feet. Thus, risk managers must explore the nature of the risk event itself before they can begin to examine risk probability and impact. Without a clear definition of the risk event, ascertaining probability and impact become far more difficult. As a rule, risk events should be described in full sentences. A template for such a sentence can be as simple as: (Event) may happen to the project, causing (impact to the project objectives). Such a consistent approach to the risk definition affords a much easier journey through the remainder of the risk process.

1. What steps should be taken to ensure that proper training occurs for employees working with hazardous substances?

2. In this accident, which organizations are potentially liable for the explosion? List these in order of priority and discuss your reasons.