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Presents the findings from recent research into the management of public safety risks in British sports grounds. Discusses the concept of “safety culture” and briefly sets out the methodology adopted for the study. Reviews some previous work on “safety culture” analysis, and then cultural theory, introduces and offers a socio‐anthropological method of fourfold cultural categorization as the theoretical orientation. Reveals the four contrasting, viable and archetypical models of organizing the cross‐organizational collaboration required for public safety risk management in British stadia and other sporting venues. Concludes by drawing out some implications for public policy. Since there are four viable ways of organizing, and the management system at each venue will have evolved in response to its changing local environment, it follows that there is no “one best way” of managing safety at sports grounds.

Presents a case study of managing risk in an IS/IT programme. Introduces the National Strategy for Police Information Systems for England and Wales. Outlines a framework for managing risk. Discusses the nature of risk and risk perception from a behavioural science perspective and introduces the theory of cultural complexity. Describes the management of risk processes adopted for the programme and the products to which these gave rise. Details the key areas of risk identified . Discusses the implications for the programme’s projects. Concludes the process has been worthwhile and that the case may interest other programme and project managers.

Explores the thesis that the techniques of risk analysis are necessary but in themselves insufficient components of the management of risk process. Begins by exploring the debate about risk. Proposes a definition of risk analysis, suggesting that the term refers to the sum of risk identification, estimation and evaluation. Takes the three component headings as the frameworks. Within each framework, gives an overview followed by an outline of the more common and important techniques. Discusses the issues of sufficiency and draws conclusions. Refers to the decision making techniques of risk management and sets out the overall conclusions substantiating the thesis.