Zusammenfassung
Viele Risikomanagementprogramme in Unternehmen sind nicht so wirksam, wie sie sein könnten oder sollten. Dies ist auf viele übersehene Faktoren zurückzuführen, wie z. B. motivationale und kognitive Verzerrungen. Obwohl es viel theoretische und empirische Literatur zum Thema Voreingenommenheit gibt, wird es im ERM nur selten behandelt. Viele Studien zeigen, dass Fehler bei der Risikoermittlung und -bewertung die Ergebnisse verzerren. Auch können Entscheidungen, die aus dem Risikomanagementprozess abgeleitet werden, suboptimal sein. Im Folgenden werden einige der wichtigsten Verzerrungen bei der Risikoanalyse diskutiert. Wir stellen entsprechende Entschärfungsstrategien vor.
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Hunziker, S. (2022). Bekämpfung von Verzerrungen in der Risikoanalyse. In: Risikomanagement im Unternehmen. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-38847-8_2
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