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elements of the decision and why it was made.
15.7 General Risk Management Guidelines
· All human activity involving technical devices or complex processes entails some
element of risk.
· Hazards can be controlled; they are not a cause for panic.
· Problems should be kept in perspective.
· Judgments should be based upon knowledge, experience and mission requirements.
· Encouraging all participants in an operation to adopt risk management principles both
reduces risk and makes the task of reducing it easier.
· Good analysis tilts the odds in favor of safe and successful operation.
· Hazard analysis and risk assessment do not replace good judgment: they improve it.
· Establishing clear objectives and parameters in risk management works better than
using a cookbook approach.
· No one best solution may exist. Normally, there are a variety of alternatives, each of
which may produce a different degree of risk reduction.
· Tact is essential. It is more productive to show a mission planner how he can better
manage risk than to condemn his approach as unworkable, risky, unsafe or unsound.
· Seldom can complete safety be achieved.
· There are no “safety problems” in planning or design, only management problems
that may cause accidents, if left unresolved.
FAA System Safety Handbook, Chapter 15: Operational Risk Management
December 30, 2000
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15.8 Risk Management Responsibilities
15.8.1 Managers
· Are responsible for effective management of risk.
· Select from risk reduction options recommended by staff.
· Accept or reject risk based upon the benefit to be derived.
· Train and motivate personnel to use risk management techniques.
· Elevate decisions to a higher level when it is appropriate.
15.8.2 Staff
· Assess risks and develop risk reduction alternatives.
· Integrate risk controls into plans and orders.
· Identify unnecessary risk controls.
15.8.3 Supervisors
· Apply the risk management process
· Consistently apply effective risk management concepts and methods to operations
and tasks.
· Elevate risk issues beyond their control or authority to superiors for resolution.
15.8.4 Individuals
· Understand, accept and implement risk management processes.
· Maintain a constant awareness of the changing risks associated with the operation or
task.
· Make supervisors immediately aware of any unrealistic risk reduction measures or
high-risk procedures.
15.9 Systematic Risk Management: The 5-M Model
Successful operations do not just happen; they are indicators of how well a system is functioning.
The basic cause factors for accidents fall into the same categories as the contributors to successful
operations—Human, Media, Machine, Mission, and Management.
Risk management is the systematic application of management and engineering principles,
criteria and tools to optimize all aspects of safety within the constraints of operational
effectiveness, time, and cost throughout all operational phases. To apply the systematic risk
management process, the composite of hardware, procedures, and people that accomplish the
objective, must be viewed as a system.
FAA System Safety Handbook, Chapter 15: Operational Risk Management
December 30, 2000
15 -
10
The 5-M model, depicted in Figure 15-4, is adapted from military ORM. In this model, “Man” is
used to indicate the human participation in the activity, irrespective of the gender of the human
involved. “Mission” is the military term that corresponds to what we in civil aviation call
“operation.” This model provides a framework for analyzing systems and determining the
relationships between the elements that work together to perform the task.
The 5-M's are Man, Machine, Media, Management, and Mission. Man, Machine, and Media
interact to produce a successful Mission (or, sometimes, an unsuccessful one). The amount of
overlap or interaction between the individual components is a characteristic of each system and
evolves as the system develops. Management provides the procedures and rules governing the
interactions between the other elements.
When an operation is unsuccessful or an accident occurs, the system must be analyzed; the inputs
and interaction among the 5-Ms must be thoroughly reassessed. Management is often the
controlling factor in operational success or failure. The National Safety Council cites the
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