CHAPTER 32 Constructive Dialogue and ERM Lessons from the Financial Crisis THOMAS H. STANTON Fellow, Center for Advanced Governmental Studies at Johns Hopkins University 2. Is effective risk management possible without constructive dialogue? 3. What are the forces that tend to undermine effective risk management in an organization? 4. Given its obvious value in helping an organization to understand the major risks that could prevent it from accomplishing its mission and objectives, why was the financial sector, including a risk-sensitive organization such as Goldman Sachs, so slow in adopting ERM?