ENTERPRISE RISK MANAGEMENT: Implementing ERM

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ENTERPRISE RISK MANAGEMENT: Implementing ERMEditors:Sheila Hagg-Rickert, JD, MHA, MBA, CPCU, DFASHRMAnn Gaffey, RN, MSN, CPHRM, DFASHRMContributors: Roberta L. Carroll, RN, ARM, MBA, CPCU, CPHQ, CPHRM, HEM, LHRM, DFASHRM Franchesca J Charney, RN, MS, CPSO, CPPS, CPHRM, DFASHRM Jeffrey Driver, JD, MBA, DFASHRM Michelle Hoppes, RN, MS, AHRMQR, DFASHRM Teresa Kielhorn, JD, LLM Barbara A. McCarthy, RN, MPH, CIC, CPHQ, CPHRM, FASHRM, DFASHRM Denise Shope, BSN, RN, MHSA, ARM, FASHRM, DFASHRM Barbara J. Youngberg, BSN, MSW, JD2American Society for Health Care Risk Management 2020 ASHRMThe American Society for Health Care Risk Management (ASHRM)of the American Hospital Association155 North Wacker Drive, Suite 400Chicago, IL 60606(312) view additional ASHRM white papers, visit provides this document as a service to its members.

upside Figure 2: Terms & Complimentary Descriptions Culture is a key element in program implementation and organizational readiness. The Governing Body is responsible for “setting the stage” to ensure the organization’s culture will support the ERM program. Organizations that adopt fear as a practice, engage in tactics that are not conducive

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