What Could Go Wrong? — Thinking a Change Through

Threat modelling as an everyday thinking habit rather than a formal method: four plain questions, asked early, of the people who do the work — and they fit a key cupboard as well as a database.

What you'll learn

• Describe a change plainly — what it is, what moves through it, a rough picture the room can correct — and build a cast list including the fixers, inheritors, and would-be misusers with what each can actually do.
• Generate risks systematically with four prompts (pretending, changing, seeing, stopping), cull to what's actionable, and find the seams where assumptions differ and nobody owns the join.
• Rank by harm to the affected person rather than embarrassment to the organisation, handle the rare-severe and common-minor cases deliberately, and bring three items rather than thirteen.
• Choose between the four answers — stop, shrink, accept deliberately, pass on — record each with a name and a date, ask early because cost rises as the chance of acting falls, and run the conversation so people actually speak.

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