Psychological factors in risk seem to be commonly unacknowledged in literature and associated organisational practice. There are factors as dimensions or degrees of freedom available to complex (human) organisational systems that seem to endemically predispose them to structure and assert value and utility as an inverse measure of risk.
In many ways, these factors derive from innate orientations and predispositions within complex systems to autonomously seek optimal continuity by and through the heuristics (and associated vocabularies or mnemonics) that prioritise sustainable continuity in what are very often radically other ways than what are planned for. In this sense, the human at the center is always the core problem as well as being the solution but these logical symmetries are themselves derivative of the patterns at work in information and material (i.e. energetic) systems.
We do as well at times to ask not what the intended, most obvious or overt purpose or teleological rationale for organisational systems is. What is the underlying logic as core self-propagating autonomy of which all complex systems represent instances?