# Presentation: 004871

## Required Staff Training

**Part II**
**Using Operational Risk Management to Avoid the Hazing Trap**** **

## Overview

- Learn how to use Operational Risk Management to manage CPPT hazards
- Apply what you’ve learned by doing an ORM analysis
- Participate in the discussion, ask questions

## What is ORM?

- Operational Risk Management
- Helps you accomplish the mission
- Helps you minimize risk
- Not limited to SAR mission safety
- RST uses ORM to minimize cadet abuse
- CAP Core Value: Excellence in All We Do

## Two Cultures:Compliance vs. Performance

- My job is to comply with a standard.
- I am told the standard.
- If I’m not told, I don’t act.
- The standard is my goal.  Once met, I’m done.

- My job is to optimize risk – to perform.
- I am also told the standard.
- The standard is just my starting point.
- My goal is continuous improvement.  Standards mean little.

## The ORM Process

- 1. **IDENTIFY**  the hazards (cadet abuse)
- 2. **ASSESS  **the risks
- 3. **ANALYZE**  controls
- 4. **DECIDE  **how to control the risks
- 5.** IMPLEMENT  **risk controls
- 6. **SUPERVISE  **and “tweak”

## 1. IDENTIFY the hazards

- Ask, “What could go wrong?”
- Use brainstorming
- (individually or as a group)

## 1. IDENTIFY hazards

_**Question:**_
- Why do we start by
- identifying hazards?
- Why not just have
- everyone read CAPR
- 52-10?

- CAPR 52-10 only defines “abuse,” it does not describe  how to limit it.
- To limit abuse we have to search for  ways it can appear, in all its forms.

## 2.  ASSESS the risks

- Ask, “How likely is it that this risk will happen at our activity?”
- Ask, “If it did happen, how severe would that be to the cadet and CAP?”

## 2.  ASSESS the risks

_**Question:**_**  **
- How do you decide
- how severe a risk is?

- Will it be remembered a year from now?
- Apologies cure only the minor problems.
- People matter more than *things.*
- If moms would call it serious, then you should too.

## 2. ASSESS the risks:“Rack & Stack”

- Use the matrix to see if the risk is “very high” or “low” or in between.
- Now list your risks according to their risk level, highest to lowest.

## 2. ASSESS the risks

_**Question:**_
- How is it that severe
- hazards can end up as
- medium risks?  Isn’t
- the matrix misdirecting
- us?

- Risk levels depend on _both_ probability and severity.
- Common, everyday risks are usually more troublesome than outlandish risks.

##  ANALYZE risks 4. DECIDE to control them

- Does the cost outweigh the benefits?
- If **yes**, always avoid that activity.  Be safe.
- If **no**, always do that activity.  Accomplish the mission.
- Try to engineer ways around the risks.
- Don’t just warn people, try to prevent the risk from happening.

## 3 & 4. ANALYZE & DECIDE

_**Question:**_
- If risks are involved,
- why are we doing the
- activity in the first
- place?  Isn’t safety our
- top priority?

- It’s naive to think any activity can be 100% safe.
- Knowing your risks and managing them is more responsible than simply saying “Safety is #1.”

## 5.  IMPLEMENT controls

- Make your risk controls transparent – an everyday habit, not another nagging rule.
- Figure out how to implement most risk controls while you’re still planning the activity.

## 5. IMPLEMENT controls

_**Question:**_
- Why is it so important
- to integrate the risk
- controls with the
- activity as a whole?

- Helps you develop a  performance culture -- *Excellence in All We Do*
- Ensures accountability: leaders at all levels stay involved
- Coherence

## 6.  SUPERVISE & tweak

- Remember, its all about continuous improvement – the performance culture
- During the activity, not at the end when it’s too late, ask yourself:
- 	1.  Are the risk controls working?
- 	2.  Did we overlook any hazards?
- Do ORM’s on-the-run too!

## 6.  SUPERVISE & tweak

_**Question:**_
- Who should be
- involved in deciding if
- the risk controls are
- working?

- The commander
- Other top leaders
- Lower-ranking staff who personally encounter and use the risk controls.

## Learning Exercise

**Problem #1**
- 1.  Pick two categories.
- 2.  Follow the 6 step ORM process.
- 3.  Report your *risks* and *risk controls*.
**Problem #2**
- 	Simply list two other categories you think should have an ORM done for your activity.

## 1a - Fitness Training

- Humiliating weak or heavy-set cadets
- Critical / Seldom = Medium Risk
- Train:  Teach staff how to motivate correctly
- Assigning exercise as punishment
- Critical / Seldom = Medium Risk
- Engineer:  Find a different way to discipline.
- Require cadets to exercise beyond limits
- Critical / Seldom = Medium Risk
- Guard:  Assign safety officers to watch for this

## 1b - Personal Time

- Ridiculing cadets; illicit remarks
- Critical / Occasional = High Risk
- Guard: ranking peers monitor locker room conduct
- Limit Exposure:  have older & younger cadets shower at different times
- Warn staff and cadets alike of policy / expectations
- Bunking older & younger cadets together
- Moderate / Seldom = Low Risk
- Engineer:  Manage the billeting roster by age

## 1c – Responding to Misconduct

- In your face harassment; verbal abuse
- Critical / Occasional = High Risk
- Guard:  Ranking cadets & SMs supervise
- Train:  Teach staff how to discipline correctly
- Cruel punishment; public spectacle
- Critical / Seldom = Medium Risk
- Engineer:  find a proper way to handle misconduct
- Guard:  Ranking cadets & SMs supervise tng.
- Select Personnel:  Assign top staff to handle counseling

## 1d - Sleep & AM Wake Up

- In-your-face tactics to start the morning
- Walking-in while cadets are dressing
- 	Critical / Seldom = Medium Risk
- 	Engineer:  Use a boom box to play reville   	as a wake up call
- Not enough sleep at night
- Critical / Seldom = Medium Risk
- Engineer:  Make a proper training schedule; make an equitable CQ schedule (if necessary).

## 1e - Inspections

- In-your-face harassment; mistreating property; humiliating cadets who fail
- Moderate / Occasional = Medium Risk
- Engineer: As explained earlier
- Unnecessarily handling personal items
- Negligible / Occasional = Low Risk
- Engineer:  Cadets store personal items only in designated area (non-inspection)
- Guard:  Tactical officers supervise inspections

## Problem 2 - Other Hazard Areas?

- Cadet Free Time
- Cadet Party
- Fraternization Issues
- Drill & Ceremonies
- Barracks Preparation
- Eating Meals & Dining Facility Conduct
- Family Members Who Attend Together

## Review

- ORM is a tool to manage CPPT-related risks
- ORM is a six step process
**Identify** the hazards
**Assess** the risks
**Analyze** risk controls
**Decide** how to control the risks
**Implement** risk controls
**Supervise** or “tweak” the controls
- We used ORM to manage hazing risks at our activity
- Examples

## Final Thought

***“******Imprudence relies on luck, ***
***prudence on method.”***
-                                                - Mason Cooley
- Be prudent, not unlucky!
- Use ORM methods to control CPPT risks.