FM 17-98 SCOUT PLATOON

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Obstacle High (H) Develop and use obstacle reduction plan Low (L) Unit TSOP, OPORD, training handbook Inexperienced soldiers High (H) Additional instruction and increased supervision Moderate (M) Modified training schedule, additional instruction Limited visibility operations Moderate (M) Use night vision devices, IR markers on vehicles Low (L) Unit TSOP, OPORD Steep cliffs High (H) Rehearse use of climbing ropes Moderate (M) Per <strong>FM</strong> 90-6 and/or TC 90-6-1 Insufficient planning time High (H) Conduct concurrent planning and preparations Moderate (M) OPORD, troop-leading procedures F. Overall risk level (after controls are implemented; circle one) LOW (L) MODERATE (M) HIGH (H) EXTREMELY HIGH (E) Figure F-4. Example risk management worksheet. STEP 3 - DEVELOP CONTROLS AND MAKE RISK DECISIONS Developing controls After assessing each hazard, develop one or more controls that will either eliminate the hazard or reduce the risk (probability and/or severity) of potential hazardous incidents. When developing controls, consider the reason for the hazard, not just the hazard by itself. Making risk decisions A key element in the process of making a risk decision is determining whether accepting the risk is justified or, conversely, is unnecessary. The decision-maker (the scout platoon leader, if applicable) must compare and balance the risk against mission expectations. He alone decides if the controls are sufficient and acceptable and whether to accept the resulting residual risk. If he determines the risk is unnecessary, he directs the development of additional controls or alternative controls; as another option, he can modify, change, or reject the selected COA for the operation. STEP 4 - IMPLEMENT CONTROLS Controls are the procedures and considerations the unit uses to eliminate hazards or reduce their risk. Implementing controls is the most important part of the risk management process; this is the chain of command’s contribution to the safety of the unit. Implementing controls includes coordination and communication with appropriate superior, adjacent, and subordinate units and with individuals executing the mission. The scout platoon leader must ensure that specific controls are integrated into OPLANs, OPORDs, SOPs, and rehearsals. The critical check for this step is to ensure that controls are converted into clear, simple execution orders understood by all levels. If the leaders have conducted a thoughtful risk assessment, the controls will be easy to implement, enforce, and follow. Examples of risk management controls include the following:
• Thoroughly brief all aspects of the mission, including related hazards and controls. • Conduct thorough PCCs and PCIs. • Allow adequate time for rehearsals at all levels. • Drink plenty of water, eat well, and get as much sleep as possible (at least 4 hours in any 24-hour period). • Use buddy teams. • Enforce speed limits, use of seat belts, and driver safety. • Establish recognizable visual signals and markers to distinguish maneuvering units. • Enforce the use of ground guides in assembly areas and on dangerous terrain. • Establish marked and protected sleeping areas in assembly areas. • Limit single-vehicle movement. • Establish SOPs for the integration of new personnel. STEP 5 - SUPERVISE AND EVALUATE During mission execution, it is imperative for leaders to ensure that risk management controls are properly understood and executed. Leaders must continuously evaluate the unit’s effectiveness in managing risks to gain insight into areas that need improvement. Supervision Leadership and unit discipline are the keys to ensuring that effective risk management controls are implemented. All leaders are responsible for supervising mission rehearsals and execution to ensure standards and controls are enforced. In particular, NCOs must enforce established safety policies as well as controls developed for a specific operation or task. Techniques include spot checks, inspections, SITREPs, confirmation briefs, buddy checks, and close supervision. During mission execution, leaders must continuously monitor risk management controls, both to determine whether they are effective and to modify them as necessary. Leaders must also anticipate, identify, and assess new hazards. They ensure that imminent danger issues are addressed on the spot and that ongoing planning and execution reflect changes in hazard conditions. Evaluation Whenever possible, the risk management process should also include an after-action review (AAR) to assess unit performance in identifying risks and preventing hazardous situations. Leaders should then incorporate lessons learned from the process into unit SOPs and plans for future missions. SECTION 2 — IMPLEMENTATION RESPONSIBILITIES Leaders and individuals at all levels are responsible and accountable for managing risk. They must ensure that hazards and associated risks are identified and controlled during planning, preparation, and execution of operations. The scout platoon leader and his senior NCOs must look at both tactical risks and accident risks. The same risk management process is used to manage both types. The scout platoon leader alone determines how and where he is willing to take tactical risks. With the assistance of his PSG, NCOs, and individual soldiers, the platoon leader manages accident risks. Sometimes, despite the need to advise higher headquarters of a risk taken or about to be assumed, the risk management process may break down. Such a failure can be the result of several factors; most often, it can be attributed to the following: • The risk denial syndrome in which leaders do not want to know about the risk. • A soldier who believes that the risk decision is part of his job and does not want to bother his platoon leader or section leader. • Outright failure to recognize a hazard or the level of risk involved. • Overconfidence on the part of an individual or the unit in the capability to avoid or recover from a hazardous incident. • Subordinates not fully understanding the higher commander’s guidance regarding risk decisions. The scout platoon leader gives the platoon direction, sets priorities, and establishes the command climate (values, attitudes, and beliefs). Successful preservation of combat power requires him to embed risk management into
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FIELD MANUAL No. 17-98 *FM 17-98 He
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Preface On the ever-changing landsc
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Figure 1-2. HMMWV scout platoon. VE
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Figure 1-4. CFV scout platoon two-s
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Eight-squad organization Figure 1-8
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general have capabilities and limit
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Figure 1-11. HMMWV characteristics.
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tactical and operational considerat
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• Models that depict the enemy’
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Figure 2-4. Example decision suppor
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Figure 2-6. Example R&S tasking mat
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The military decision-making proces
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Step 1 - Receive and analyze the mi
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• Where is the key terrain • Ho
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After the platoon leader has analyz
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leaders have issued their orders, t
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different colors for friendly and e
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Figure 2-11A. Optimizing battle spa
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Figure 2-12. Route chart for compas
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these means of communication must b
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Administrative/logistics. The scout
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• Use a brevity code that reduces
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The scout platoon’s scheme of man
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Figure 3-1. Area reconnaissance usi
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Converging routes method. The patro
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signatures of the vehicle and the l
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In each type of organization, the g
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EXAMPLE OF A ROUTE RECONNAISSANCE F
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Figure 3-8D. Route reconnaissance (
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Figure 3-8H. Route reconnaissance (
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oundaries, an LD, and an LOA or obj
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Figure 3-9D. Zone reconnaissance (c
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Figure 3-9H. Zone reconnaissance (c
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leader feels there may be enemy for
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Figure 3-10D. Area reconnaissance (
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Figure 3-10H. Area reconnaissance (
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troop-leading process (normally a m
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Recommending/executing a course of
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Figure 3-11D. Reconnaissance of a r
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Figure 3-12B. Reconnaissance of an
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Figure 3-12F. Reconnaissance of an
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Figure 3-13A. Infiltration scheme o
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Planning and coordination Figure 3-
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defensive operations, forcing it to
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CHAPTER 4 Security Operations In se
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Scouts maintain surveillance from a
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Redundancy. The platoon leader may
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most appropriate role for the scout
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ecause the scouts must move to the
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Figure 4-9b. Repositioning OPs in d
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Figure 4-10. Scout and tank team co
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With his troop commander’s guidan
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eposition to BP A5. The tank platoo
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A. OP J maintains contact with the
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Figure 4-21. Cavalry scout platoon
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Figure 4-24A. Convoy escort actioni
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Figure 4-25C. Escort breaking conta
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The following actions should be tak
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CHAPTER 5 Other Tactical Operations
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ACTIONS IN THE ASSEMBLY AREA As soo
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Checkpoints on a route are used for
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SECTION 3 — BATTLE HANDOVER AND P
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movement, movement formation, and e
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stationary unit is responsible for
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CHAPTER 6 Combat Support The scout
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• Scatterable mines. These includ
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Figure 6-2. Scouts requesting fire
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The scout platoon leader must be pr
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Figure 6-8. Attack helicopter batta
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movement. In addition, the air cava
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The first action in the handoff pro
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SECTION 3 — COMBAT ENGINEERS Brig
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Although passive measures are the f
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Figure 6-17. Stinger air defense sy
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sight range of 10,000 meters agains
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Whatever support the scout platoon
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should conduct resupply during miss
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of inspecting, testing, servicing,
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When a vehicle must be evacuated, t
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SECTION 5 — PRISONERS EPWs are ex
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CHAPTER 8 Basic Scout Skills Scouts
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This type of local security task is
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• Unobstructed observation of the
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is located with his vehicle in the
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Figure 8-7. Sample format and infor
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In this position, the vehicle comma
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Figure 8-13. Platoon column formati
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Figure 8-17. Section vee and wedge
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BOUNDING OVERWATCH Bounding overwat
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Figure 8-23. Mounted crest drill. D
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most vulnerable in wooded areas whe
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The scouts that are not in contact
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Maintain contact to support a hasty
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section/squad leader simply informs
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Deviation spotting As applied to de
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Figure 8-27. Bracketing Bracketing
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CHAPTER 9 Miscellaneous Field Data
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Figure 9-1. Reconnaissance overlay
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Figure 9-1. Reconnaissance overlay
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Figure 9-2. Example of overlay grap
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• Stretching a string or measurin
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7 inches = 17.78 centimeters 8 inch
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the antenna connector on the radio.
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FOOD AND WATER Water collection Wit
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Figure 9-7. Enemy weapons, vehicles
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higher commander’s intent. The sc
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• Linkup time and location. • P
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APPENDIX B Nuclear, Biological, and
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Page 233 and 234: Figure B-1. NBC marking devices. UN
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Page 241 and 242: APPENDIX C Stability and Support Op
Page 243 and 244: activities. Examples of these are l
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Page 251 and 252: Figure C-5. Deliberate checkpoint o
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Page 255 and 256: Photographic filter Instant cameras
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Page 261 and 262: CORDON AND SEARCH OPERATIONS When i
Page 263 and 264: the armored unit’s mobility, prot
Page 265 and 266: APPENDIX D Military Operations on U
Page 267 and 268: The friendly commander should try t
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Page 271 and 272: Figure D-3. Gaining a foothold in M
Page 273 and 274: Figure D-5. CFV provides support as
Page 275 and 276: Figure E-1. Figure E-1. Environment
Page 277 and 278: APPENDIX F Risk Management Risk is
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Page 283 and 284: APPENDIX G Fratricide Prevention Fr
Page 285 and 286: Lapses in individual discipline can
Page 287 and 288: target identification before they i
Page 289 and 290: Glossary A AA AAR ABF ACE ACR ADA A
Page 291 and 292: div DP DPICM DS DST DTD division de
Page 293 and 294: I J k ICM ID IEDK IFF IFSAS IPB IR
Page 295 and 296: NCO NCOIC NCS NEO NGO NLT NOD nonco
Page 297 and 298: RISTA ROE ROI ROUTEREP RP RSI rte R
Page 299 and 300: TTP tactics, techniques, and proced
Page 301 and 302: ARTEP 17-237-10-MTP Mission Trainin
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FM 17-98 SCOUT PLATOON

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