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the australian farmer
updates, or market disruptions, the lack of a stable framework hampers adaptation. Effective change management involves transpar- ency, defined roles, and accountability structures that enable stakeholders to adjust without feeling disori- ented or unfairly burdened. Without these elements, change becomes chaos, and organisations risk losing their moral compass and operational footing. Accepting risk is an integral part of growth, innov- ation, and leadership. The real risk lies not in embra- cing uncertainty but in avoiding it through shifting and evading responsibility. Leaders must recognise that accountability is not a burden but a cornerstone of integrity and trust. In a world characterised by grey areas and rapid technological change, the most resilient organisations will be those that accept responsibility for their deci- sions, manage risks transparently, and foster cultures of accountability and improvement in all they do.
gate ambiguity, balancing competing interests and imperfect information. This complexity makes risk acceptance more nu- anced. It requires sophisticated judgment, stake- holder engagement, and a clear understanding of the potential impacts. When decision makers cling to absolutes, they oversimplify reality and may in- advertently increase the risk they seek to avoid. Advancements in technology have revolution- ised how organisations operate, communicate, and compete. While these innovations offer tremen- dous opportunities, they also introduce new pres- sures. Leaders are expected to make faster, more informed decisions with access to vast amounts of data. However, this acceleration often comes at the cost of thorough risk assessment. The heightened pace and transparency enabled by technology can make leaders more vulnerable to shifting risks whether through rapid market chan- ges, cybersecurity threats, or social media scrutiny. The temptation to shift risk onto others such as suppliers, customers, or even regulatory bodies can become a default response in high-pressure situa- tions. Yet, this behaviour exacerbates accountabil- ity issues and diminishes organisational integrity. When risk is delegated or transferred without clear boundaries, accountability becomes diluted. This creates “holes” where responsibility should be. Such gaps can lead to decisions that benefit short- term interests but undermine long-term stability. In industries ranging from finance to healthcare, when key decision-makers evade accountability, the en- tire system becomes vulnerable to failure. Furthermore, shifting risk often leads to a react- ive rather than proactive culture. Instead of antici- pating and managing risks upfront, organisations become adept at deflecting blame, which hampers learning and continuous improvement. Over time, this erodes trust among stakeholder’s, employees, customers, regulators, and the public. Change is inevitable and often necessary. How- ever, constant change especially without clear accountability or strategic coherence can be de- stabilising. When organisations or industries face a relentless barrage of shifting goals, regulatory
In August 2022, Hon. Troy Grant became Australia's first statutory appointment as Inspector-General Water Compliance (Murray Darling Basin). Troy has a 32-year career of public service in government, law enforcement, emergency service, social justice, com- munity, and charity.
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