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Joint Functions III-15 function of command and a key planning consideration. Risk management helps commanders preserve lives and resources, avoid or mitigate unnecessary risk, identify feasible and effective control measures where specific standards do not exist, and develop valid COAs. Risk management does not inhibit a commander’s flexibility and initiative; remove risk altogether (or support a zero-defects mindset); dictate a GO/NO-GO decision to take a specific action; sanction or justify violating the law; or remove the necessity for SOPs. Risk management is relevant at all levels of war, across the range of military operations, and through all phases of an operation and its branches and sequels. To alleviate or reduce risk, commanders may take a variety of actions, such as changing the CONOPS, changing the plan for employment of operational fires, or executing a branch to the original plan. (1) Safety is crucial to successful operations and the preservation of military power. High-tempo operations may increase the risk of injury and death due to mishaps. Command interest, discipline, risk mitigation measures, education, and training lessen those risks. The JFC reduces the chance of mishap by conducting risk assessments, assigning a safety officer and staff, implementing a safety program, and seeking advice from local personnel. Safety planning factors could include geospatial and weather data, local road conditions and driving habits, uncharted or uncleared mine fields, and special equipment hazards. (2) To assist in risk management, commanders and their staffs may develop or institute a risk management process tailored to their particular mission or operational area. Figure III-3 is a generic model that contains the likely elements of a risk management process. l. Strategic Communication and Communications Strategy (1) The term strategic communication, an aspect of strategic guidance, applies to USG-level department and agency activities. CCDRs are the primary interface for implementing SC in the context of their theater strategies and during specific joint operations. The US military plays an instrumental role in SC, primarily through IO, PA, and DSPD. SC considerations affect every military operation and are essential when the focus is on gaining and maintaining the support of the relevant population as is common in IW. (2) Integral to joint operation planning, CCDRs and subordinate JFCs develop communications strategies to nest with and support USG SC plans, programs, and actions and influences key audiences. The JFC designs the communications strategy to provide intent, objectives, thematic guidance, and the process by which IO, PA, and other SC-related means coordinate and integrate their efforts and ensure consistency of messages, activities, and operations to the lowest level. The JFC’s communications strategy synchronizes and, when appropriate, integrates communications-related activities across subordinate and supporting commands and with interorganizational partners. The OPLAN or OPORD supplements the communications strategy with additional guidance and tasks as necessary. In particular, the strategy and plan or order synchronize and integrate the JFC’s primary supporting capabilities and actions of PA, IO, and DSPD to achieve the strategy’s objectives. The typical communications strategy for a specific operation contains at least a narrative, themes, messages, visual products, supporting activities, and key audiences. These