COMDTINST 3500.2
(3) Isolation from Family. The uncertainty of what is happening to family members,
and the inability to be present to comfort or support their activities, is one of the
greatest sources of stress for some individuals. Efforts to improve or maintain
contact with family (by e-mail or telephone) have been shown to reduce stress and
to improve performance.
5. PHILOSOPHY. The conventional approach to ensuring safety and performance at work has been to
limit the length of the workday. While this approach has dominated worker safety practices through
the use of hours-of-service regulations since the early 1900's, statistical analysis of mishaps, and
empirical research on human performance and endurance, suggest that the length of the workday is
only a small part of the human endurance equation. This deficiency in the hours-of-service approach
has been recognized recently and many organizations are revising their regulations to consider some
of the endurance factors mentioned earlier. There is consensus that to truly understand and
effectively manage human endurance, one needs to integrate information from the factors described
above into how we plan and execute operations. In addition, one size does not fit all. Hours-of-
service approaches assume that all operations and environments exert the same demands on human
endurance. This assumption, inherent in many prescriptive and regulatory approaches, is false,
because endurance risk factors, and exposure to them, often change as a function of operational
demands and the environment. To address this deficiency, CEM uses a systems approach to tailor
endurance management solutions to operational realities and circumstances. Effective endurance
management is a dynamic process. Units or individuals assess their exposure to the endurance risk
factors presented above and develop controls that specifically address their exposure to these risks.
Successful endurance-management solutions must accommodate the ever-changing operational
demands of CG service, the often streamlined resource environment, and the unpredictable nature of
CG missions that challenge the endurance limits of CG personnel. To meet these challenges, and
live up to the "Semper Paratus" motto, endurance risk must be controlled to ensure mission success
and operational readiness.
6. CONCEPT. The CEM process:
a. Advances a risk-based decision-making approach and tools that can be used at all levels of the
organization to improve operational effectiveness and readiness by identifying and controlling
hazards and improving human performance.
b. Promotes input and support from all levels of the work unit to build ownership in the process and
commitment to the risk controls.
c. Uses a systems approach to understand exposure to risk, and promotes systems-oriented solutions
to managing risk.
7. PROCESS. Table 1 shows the five steps for implementing a CEM program. Enclosure (1) describes
each step of the process, and provides key points, instructions, tools, and examples for completing
each step.
5
Previous Page
