Most recent efforts to create guidance for modern risk management practices emphasize the importance of connecting risk management policy and practice with an organization ' s culture and values. However, identifying or establishing that connection is not widely discussed or understood. What does it mean to state that risk management is an expression of an organization ' s values? This article discusses the basis for identifying the connection between organizational values through the lens of the Ethical Organizational Culture and attempts to draw out linkages with current risk management thinking on the subject. The establishment of a basis of identifying organizational values and their link to risk management policy and practice is illustrated through a case analysis of the Veritas Institute ' s Self-Assessment and Improvement methodology. Risk Management (2013) 15, 32 -49.Keywords: modern risk management ; the ethical organizational culture ; risk management and culture ; risk management ; organizational values While all organizations manage risk to some degree, this International Standard establishes a number of principles that need to be satisfi ed to make risk management effective. This International Standard recommends that organizations develop, implement and continuously improve a framework whose purpose is to integrate the process for managing risk into the organization ' s overall governance, strategy and planning, management, reporting processes, policies, values and culture (ISO, ISO 31000, 2009). 33

This Conversation Starters article presents a selected research abstract from the 2016 Association of American Medical Colleges Western Region Group on Educational Affairs annual spring meeting. The abstract is paired with the integrative commentary of three experts who shared their thoughts stimulated by the needs assessment study. These thoughts explore how the general theoretical mechanisms of transition may be integrated with cognitive load theory in order to design interventions and environments that foster transition.

We address how the leaders of a Catholic business school can articulate and assess how well their schools implement the following six principles drawn from Catholic social teaching (CST): (1) Produce goods and services that are authentically good; (2) Foster solidarity with the poor by serving deprived and marginalized populations; (3) Advance the dignity of human work as a calling; (4) Exercise subsidiarity; (5) Promote responsible stewardship over resources; and (6) Acquire and allocate resources justly. We first discuss how the CST principles relate to the Good Goods, Good Work, and Good Wealth framework in The Vocation of the Business Leader (Pontifical Council for Justice and Peace, 2012), and then discuss their congruencies and tensions with the UNGC and UNPRME principles. Next, we describe the Catholic Identity Matrix (CIM), an assessment tool that provides a quantitative and qualitative portrait of how well a Catholic business school integrates, within the scope of its mission and capacities, the six CST principles in its strategies, policies, activities, and processes. The concluding section summarizes our analysis and discusses its implications for ongoing UNGC and UNPRME assessment, reporting, and development efforts.

In this paper we describe and explore a management tool called the Caux Round Table Self-Assessment and Improvement Process (SAIP). Based upon the Caux Round Table Principles for Business--a stakeholder-based, transcultural statement of business values--the SAIP assists executives with the task of shaping their firm's conscience through an organizational self-appraisal process. This process is modeled after the self-assessment methodology pioneered by the Malcolm Baldrige National Quality Award Program. After briefly describing the SAIP, we address three topics. First, we examine similarities and differences between the Baldrige approach to corporate self-assessment and the self-assessment process utilized within the SAIP. Second, we report initial findings from two beta tests of the tool. These illustrate both the SAIP's ability to help organizations strengthen their commitment to ethically responsible conduct, and some of the tool's limitations. Third, we briefly analyze various dimensions of the business scandals of 2001-2002 (Enron, WorldCom, Tyco, etc.) in light of the ethical requirements articulated with the SAIP. This analysis suggests that the SAIP can help link the current concerns of stakeholders--for example, investors and the general public--to organizational practice, by providing companies with a practical way to incorporate critical lessons from these unfortunate events.