BY ORDER OF THE AIR FORCE PAMPHLET 91-215 SECRETARY ...
BY ORDER OF THE AIR FORCE PAMPHLET 91-215 SECRETARY ...
BY ORDER OF THE AIR FORCE PAMPHLET 91-215 SECRETARY ...
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
12.3.3.2. Maintenance: Availability of time, tools, and parts, ease of access.<br />
12.3.3.3. Logistics: Supply, upkeep, repair.<br />
12.3.3.4. Tech data: Clear, accurate, useable, available.<br />
12.3.4. Management. Directs the process by defining Standards, Procedures, and Controls. Be aware that<br />
while management provides procedures and rules to govern interactions, it cannot completely control the<br />
system elements. For example: weather is not under management control and individual decisions affect<br />
off-duty personnel much more than management policies.<br />
12.3.4.1. Standards: Doctrine statements, various criteria, policy, and AF Policy Directives.<br />
12.3.4.2. Procedures: Checklists, work cards, T.O.’s, multi-command manuals, and AFIs.<br />
12.3.4.3. Controls: Crew rest, altitude/airspeed/speed limits, restrictions, training rules/limitations, rules<br />
of engagement (ROE), lawful orders.<br />
12.3.5. Mission. The desired outcome.<br />
12.3.5.1. Objectives: Complexity understood, well defined, obtainable.<br />
12.3.5.2. The results of the interactions of the 4-M’s (Man, Media, Machine, and Management).<br />
13. Levels of Risk Management. The risk management process exists on three levels. While it would be<br />
preferable to perform an in-depth application of risk management for every mission or task, time and<br />
resources may not always be available. One of the objectives of risk management training is to develop<br />
sufficient proficiency in applying the process so that risk management becomes an automatic part of the<br />
decision making methodology on- and off-duty. Leaders must be able to employ the risk management<br />
process to make sound and timely decisions. The three levels are as follows:<br />
13.1. Time-Critical: Time-critical risk management is an "on the run" mental or verbal review of the<br />
situation using the basic risk management process without necessarily recording the information. This<br />
time-critical process of risk management is employed by personnel to consider risk while making decisions<br />
in a time-compressed situation. This level of risk management is used during the execution phase of<br />
training or operations as well as in planning and execution during crisis responses. It is also the most easily<br />
applied level of risk management in off-duty situations. It is particularly helpful for choosing the<br />
appropriate course of action when an unplanned event occurs during execution of a planned operation or<br />
daily routine.<br />
13.2. Deliberate: Deliberate Risk Management is the application of the complete process. It primarily<br />
uses experience and brainstorming to identify hazards and develop controls and is therefore most effective<br />
when done in a group. Examples of deliberate applications include the planning of upcoming operations,<br />
review of standard operating, maintenance, or training procedures, and damage control or disaster<br />
response planning.<br />
13.3. Strategic: This is the deliberate process with more thorough hazard identification and risk<br />
assessment involving research of available data, use of diagram and analysis tools, formal testing, or long<br />
term tracking of the hazards associated with the system or operation (normally with assistance from<br />
technical experts). It is used to study the hazards and their associated risks in a complex operation or<br />
system, or one in which the hazards are not well understood. Examples of strategic applications include<br />
the long-term planning of complex operations, introduction of new equipment, materials and missions,<br />
13