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Risk sensing review template

A review template for logging weak signals, testing their significance, and deciding what action or evidence is warranted.

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# Risk-Sensing Review Template

**Use:** a complementary review for emerging conditions, weak signals, assumptions, and interactions. It does not replace the risk register or formal risk, assurance, safety, security, regulatory, or incident processes.

## Review brief

- **Objective or decision at risk:**
- **Scope/time horizon:**
- **Participants and sources scanned:**
- **Decision owner:**
- **Next review date:**

## Signal and assumption log

| Signal, change, or assumption | Source/date | What may be changing? | Which objective/dependency could be affected? | Confidence/unknowns | Owner | Threshold, experiment, or decision | Next review |
| --- | --- | --- | --- | --- | --- | --- | --- |
|  |  |  |  |  |  |  |  |

## Interaction map

For the highest-consequence items, ask: what other condition would make this matter more? Do not add ratings together. Describe the mechanism, affected objective, existing controls, missing evidence, decision point, and escalation route.

| Conditions interacting | Mechanism | Scenario if both worsen | Existing control | Trigger/decision owner | Action or experiment |
| --- | --- | --- | --- | --- | --- |
|  |  |  |  |  |  |

## Decision close-out

Record what moves to the risk register, assumption log, decision log, scenario exercise, assurance plan, or no further action; why; who owns it; and when it is reconsidered. Retain false alarms and rejected signals as learning, not as evidence that future signals should be ignored.

## Source frame and limits

This is a Strategica synthesis informed by [HM Treasury’s *Orange Book*](https://www.gov.uk/government/publications/orange-book/the-orange-book-management-of-risk-principles-and-concepts), the [UK Government Futures Toolkit](https://www.gov.uk/government/publications/futures-toolkit-for-policy-makers-and-analysts/the-futures-toolkit-html), and public horizon-scanning cases. Adapt it to the organisation’s risk appetite, delivery context, delegated authority, and mandatory controls.