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• W753124512 abstract "OF ALL THE characteristics an organizational-level leader must exhibit, one of most important is ability to manage risk effectively. A three-part analysis consisting of, first, what recent U.S. Army doctrine has to say about topic, second, how elements of risk are embedded within virtually every significant leadership decision in current operating environment, and finally, what implications in today's Army help shed light on this critical leadership issue. The Doctrinal Context Recent Army doctrine addresses topic of risk in several publications, each from a slightly different perspective. First, Army Doctrine Publication (ADP) 3-0, published October 2011, provides a conceptual foundation for Army's recent shift to Unified Land Operations. Within its trim 14-page length, it also directly addresses risk in following passage: The theater of operations often contains more space and people than U.S. forces can directly control. Army leaders routinely face making risk mitigation decisions about where and how to employ their forces to achieve a position of relative advantage over enemy without alienating or endangering noncombatants. (1) The passage implies that every decision invariably carries an opportunity cost. When a leader decides to employ combat power or influence in a particular way, it generally means he or she cannot employ those same resources in another potentially deserving location at same time. Therefore, a leader must remain cognizant of operational variables--political, military, economic, social, infrastructure, information, physical environment, and time (PMESII-PT)--and mission variables--mission, enemy, terrain and weather, troops and support available, time available, civil considerations (METT-TC)--to understand how various dynamics interconnect and arrive at a decision. Field Manual (FM) 5-0, The Operations Process, March 2010, addresses risk as well. It discusses how to design an operational approach and it expands upon link between risk and resources. FM 5-0 stresses that rarely does one organization directly control all necessary resources, and a commander must determine the acceptable level of risk to seize, retain, or exploit (2) Inherently finite resources will drive critical decisions, which can determine what side gains or maintains initiative. Where to allocate limited intelligence, surveillance, and reconnaissance collection assets, where and when to focus combat patrols, and where to emplace a combat outpost all exemplify examples of such decisions. In this way, FM 5-0 elaborates upon connection between allocation of resources and assumption of risk. Risk mitigation is addressed from a slightly different angle in FM 3-07, Stability Operations, October 2008. It describes an interdependent relationship among initiative, opportunity, and risk, and insists leaders accept prudent risk to create opportunities when they lack clear direction. (3) FM 3-07's incorporation of opportunity helps expand horizon of discussion. If a leader is unable or unwilling to assume some degree of risk at critical junctures, it could eliminate possibility of generating or capitalizing upon such fleeting opportunities. A recent example of link between risk and opportunity was 2007 Sunni Awakening in Baghdad, in which groups of former insurgents stepped forward to break away from Al-Qaeda in Iraq. U.S. commanders at various levels knowingly assumed some obvious risk by allying with these groups to help marginalize or defeat Al-Qaeda in Iraq. Although Iraqi government continues to grapple with long-term integration of these former insurgents, U.S. commanders on ground positively embraced opportunity. This typified a clear example of often-challenging balance between risk and opportunity, which FM 3-07 describes. …" @default.
• W753124512 created "2016-06-24" @default.
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• W753124512 date "2014-01-01" @default.
• W753124512 modified "2023-09-28" @default.
• W753124512 title "Managing Risk in Today's Army" @default.
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