The richness and indeed boldness of the concept of risk amplification has yielded to date both interesting theoretical discussions as well as applications to case materials. But as a concept it is sufficiently rich to encourage us to look further, to see what else it can yield: in particular, we should try to ascertain and extend the scope and possibilities for its relevance to risk management and in particular to public policy decision making.

Asking this in the context of a review of risk amplification is particularly appropriate. For this concept is premised on a very good core idea, namely, that risk issues – considered as a problematic for public policy and decision making – are an indissoluble unity of a hazard domain and a socially constructed process of concern about that domain. This concept faithfully represents the reality that confronts public-sector risk managers on virtually every working day. The hazard and the concern almost always present themselves to managers in unison, not separately; moreover, even though such issues sometimes linger over long periods, the double-sided unity within them rarely decomposes.

The evolution of research in this area has singled out “managerial (in)competence” as a significant variable in determining the impact of risk events. This might be regarded as troubling, but it is actually good news, because, at least in theory, the level of managerial competence within organizations (including those charged with health and environmental risk issue management) ought to be amenable to improvement.