FM 100-14 Risk Management.pdf

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Risk Management
FM 100-14
Field Manual
Headquarters
No. 100- 14
Department of the Army
Washington, DC, 23 April 1998
Risk Management
Contents
Page
Preface
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
Introduction
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii
Chapter 1 Risk Management Fundamentals
. . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2
Principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
Applicability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7
Chapter 2 Risk Management Process
. . . . . . . . . . . . . . . . . . . . . . . . . . .2-0
The Five Steps: An Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-0
The Five Steps Applied . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2
Tools and Pitfalls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-19
Chapter 3 Risk Management Implementation
3-0
Moral and Ethical Implications for Leaders . . . . . . . . . . . . . . . . . . . . .3-0
Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Integration into Training and Operations . . . . . . . . . . . . . . . . . . . . . . 3-7
Assessment of the Risk Management Process. . . . . . . . . . . . . . . . . 3-9
. . . . . . . . . . . . . . . . . . . . . . . . .
Appendix Examples of Risk Management Application
. . . . . . . Appendix-1
Glossary
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Glossary-0
References
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
References-0
Index
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Index-1
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is
unlimited.
i
Preface
to conserve combat
power and resources. The manual applies to both Army and civilian
personnel during all Army activities, including joint, multinational,
and interagency environments.
The manual is intended to help commanders,
risk management process
1
their staffs,
and managers develop a framework to make risk
management a routine part of planning
2
and executing
operational missions and everyday tasks. This framework will allow
soldiers to operate with maximum initiative, flexibility, and
adaptability. Although the manual’s prime focus is the operational
Army, the principles of risk management apply to all Army activities .
Army operations—especially combat operations—are demanding
and complex. They are inherently dangerous, including tough,
realistic training. Managing risks related to such operations requires
educated judgment and professional competence. The risk
management process allows individuals to make informed, conscious
decisions to accept risks at acceptable levels.
This manual is not a substitute for thought. Simply reading it will
not make one adept in building protection around a mission.
,
preparing
,
Soldiers
should compare the doctrine herein against their own experience and
think about why, when, and how it
3
applies to their situation and area
of responsibility. If the doctrine herein is to be useful, it must become
second nature.
The proponent of this manual is HQ TRADOC. Send comments
and recommendations on DA Form 2028 directly to Commander, US
Army Training and Doctrine Command, ATTN: ATBO-SO, Fort
Monroe, VA 23651-5000.
Unless this publication states otherwise, masculine nouns and
pronouns do not refer exclusively to men.
1
The term
commander
as used herein refers to personnel in a command
position.
2
as used herein refers to commanders, personnel in the
chain of command (team, squad, section, platoon leader), and staff mem-
bers having personnel supervisory responsibility.
leader
3
The term
mission
as used herein includes mission, operation, or task.
ii
FM 100-14 applies across the wide range of Army operations. It
explains the principles, procedures, and responsibilities to
successfully apply the
leaders,
The term
Introduction
Risk management is not an add-on feature to the decision-
making process but rather a fully integrated element of
planning and executing operations... Risk management helps
us preserve combat power and retain the flexibility for bold and
decisive action. Proper risk management is a combat multiplier
that we can ill afford to squander.
General Dennis J. Reimer
Chief of Staff, Army
27 July 1995
The Army’s fundamental purpose is to fight and win the nation’s
wars. For this purpose, the country gives the Army critical resources,
including those most valuable—its sons and daughters. The Army
uses its resources to generate overwhelming combat power to fight
and win quickly, decisively, and with minimal losses. The Army’s
inherent responsibility to the nation is to protect and preserve its
resources—a responsibility that resides at all levels. Risk management
is an effective process for preserving resources. It is not an event. It
is both an art and a science. Soldiers use it to identify tactical and
accident risks, which they reduce by avoiding, controlling, or
eliminating hazards.
The Army introduced the risk management process into training,
the operational environments, and materiel acquisition in the late
1980s. Risk management was originally perceived as solely a safety
officer function. However, by the early 1990s, the Army established a
goal to integrate risk management into all Army processes and
activities and into every individual’s behavior, both on and off duty.
Since the process was introduced, the personal involvement of
commanders in preventing accidents—and their aggressive use of the
process—have become driving factors in the steady downward trend
in Army accidental losses.
Leaders must understand the importance of the process in
conserving combat power and resources. Risk management, like
reconnaissance and security, is an ongoing process that continues from
mission to mission. Within the mission, leaders must know when the
process begins and who has responsibility. It must be integral to the
military decision. The process is an important means to enhance
situational awareness.
iii
Risk Management
Risk decisions are commanders’ business. Such decisions are
normally based on the next higher commander’s guidance on how
much risk he is willing to accept and delegate for the mission. Risk
decisions should be made at the lowest possible level, except in
extreme circumstances. Training operations, including those at
combat training centers (CTCs), may be of such intensity that risk
decision are retained at a higher level.
Both leaders and staffs manage risk. Staff members continuously
look for hazards associated with their areas of expertise. They then
recommend controls to reduce risks. Hazards and the resulting risks
may vary as circumstances change and experience is gained. Leaders
and individual soldiers become the assessors for ever-changing
hazards such as those associated with environment (weather;
visibility; contaminated air, water, and soil), equipment readiness,
individual and unit experience, and fatigue. Leaders should advise
the chain of command on risks and risk reduction measures.
iv
Chapter 1
Risk Management Fundamentals
Sizing up opponents to determine victory, assessing dangers
and distances is the proper course of action for military leaders.
Sun Tzu, The Art of War, “Terrain”
is the process of identifying, assessing,
and controlling risks arising from operational factors
and making decisions that balance risk costs with
mission benefits. Leaders and soldiers at all levels use
risk management. It applies to all missions and
environments across the wide range of Army
operations. Risk management is fundamental in
developing confident and competent leaders and units.
Proficiency in applying risk management is critical to
conserving combat power and resources. Commanders
must firmly ground current and future leaders in the
critical skills of the five-step risk management process.
Risk is characterized by both the probability and severity
of a potential loss that may result from hazards due to the
presence of an enemy, an adversary, or some other
hazardous condition. Perception of risk varies from
person to person. What is risky or dangerous to one
person may not be to another. Perception influences
leaders’ decisions. A publicized event such as a training
accident or a relatively minor incident may increase the
public’s perception of risk for that particular event and
time—sometimes to the point of making such risks
unacceptable. Failure to effectively manage the risk
may make an operation too costly—politically,
economically, and in terms of combat power (soldiers
lives and equipment). This chapter presents the
background, principles, applicability, and
risk management process.
constraints
1-1
Risk management
relating to the

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