BOLC Mod A Test Questions and
Answers7
CRM: definition and purpose - ANSWERS-Composite Risk Management (the Army's primary
decision making process for identifying hazards and controlling risks across the full spectrum of
Army missions, functions, operations, and activities). The purpose of CRM is to provide a basis
for making sound individual and leadership risk decisions
5 steps of CRM - ANSWERS-Identify hazards
Assess hazards
Develop controls and make decisions
Implement controls
Supervise and evaluate CRM
Field Manual Nomenclature for CRM - ANSWERS-FM 5-19; Composite Risk Management (page
iv, Preface of FM 5-19)
Purpose: FM 5-19 focuses on the application of CRM to the military decision making process
(MDMP) and the Army training management system. It further assigns the responsibilities for
conducting risk management training during initial entry training and professional military
education. It is a tool that works in conjunction with the Army's on-going initiative to firmly
attach CRM to all Army processes.
Leadership - ANSWERS-The Process of Influencing People - By Providing Purpose, Direction, and
Motivation - While Operating to Accomplish the Mission and Improving the Organization.
Army Leader - ANSWERS-An Army leader is anyone who by virtue of assumed role or assigned
responsibility inspires and influences people to accomplish organizational goals. Army leaders
motivate people both inside and outside the chain of command to pursue actions, focus
thinking, and shape decisions for the greater good of the organization.
, field manual nomenclature for Army Leadership - ANSWERS-FM 6-22; Army Leadership (page v,
Preface of FM 6-22)
FM 6-22 is the Army's keystone field manuals on leadership. It establishes leadership doctrine
and fundamental principles for all officers, noncommissioned officers, and Army civilians across
all components
What does it mean to empower subordinates, why is it important to do so, and how will you do
this as a platoon leader? - ANSWERS---Competent leaders know the best way to create a solid
organization is to empower subordinates.
--If subordinate leaders are to grow and develop trust, it is best to let them learn through
experience. Good leaders allow space so subordinates can experiment within the bounds of
intent-based orders and plans.
--On the opposite end of the spectrum, weak leaders who have not trained their subordinates
some-times insist, "They can't do it without me."
Character - ANSWERS-a person's moral and ethical qualities, helps determine what is right and
gives a leader motivation to do what is appropriate, regardless of the circumstances or the
consequences
5 conceptual components affecting the Army leaders intelligence - ANSWERS-Agility, Judgment,
Innovation, Interpersonal Tact, Domain Knowledge
Cultural and Geo-Political Knowledge - ANSWERS-awareness of cultural, geographic, and
political differences and sensitivities
-- Understanding the culture of adversaries and of the country in which the organization is
operating is just as important as understanding the culture of a Soldier's own country and
organization.
--If the organization is operating as part of a multinational team, how well leaders understand
partners' capabilities and limitations will affect how well the team accomplishes its mission.
Answers7
CRM: definition and purpose - ANSWERS-Composite Risk Management (the Army's primary
decision making process for identifying hazards and controlling risks across the full spectrum of
Army missions, functions, operations, and activities). The purpose of CRM is to provide a basis
for making sound individual and leadership risk decisions
5 steps of CRM - ANSWERS-Identify hazards
Assess hazards
Develop controls and make decisions
Implement controls
Supervise and evaluate CRM
Field Manual Nomenclature for CRM - ANSWERS-FM 5-19; Composite Risk Management (page
iv, Preface of FM 5-19)
Purpose: FM 5-19 focuses on the application of CRM to the military decision making process
(MDMP) and the Army training management system. It further assigns the responsibilities for
conducting risk management training during initial entry training and professional military
education. It is a tool that works in conjunction with the Army's on-going initiative to firmly
attach CRM to all Army processes.
Leadership - ANSWERS-The Process of Influencing People - By Providing Purpose, Direction, and
Motivation - While Operating to Accomplish the Mission and Improving the Organization.
Army Leader - ANSWERS-An Army leader is anyone who by virtue of assumed role or assigned
responsibility inspires and influences people to accomplish organizational goals. Army leaders
motivate people both inside and outside the chain of command to pursue actions, focus
thinking, and shape decisions for the greater good of the organization.
, field manual nomenclature for Army Leadership - ANSWERS-FM 6-22; Army Leadership (page v,
Preface of FM 6-22)
FM 6-22 is the Army's keystone field manuals on leadership. It establishes leadership doctrine
and fundamental principles for all officers, noncommissioned officers, and Army civilians across
all components
What does it mean to empower subordinates, why is it important to do so, and how will you do
this as a platoon leader? - ANSWERS---Competent leaders know the best way to create a solid
organization is to empower subordinates.
--If subordinate leaders are to grow and develop trust, it is best to let them learn through
experience. Good leaders allow space so subordinates can experiment within the bounds of
intent-based orders and plans.
--On the opposite end of the spectrum, weak leaders who have not trained their subordinates
some-times insist, "They can't do it without me."
Character - ANSWERS-a person's moral and ethical qualities, helps determine what is right and
gives a leader motivation to do what is appropriate, regardless of the circumstances or the
consequences
5 conceptual components affecting the Army leaders intelligence - ANSWERS-Agility, Judgment,
Innovation, Interpersonal Tact, Domain Knowledge
Cultural and Geo-Political Knowledge - ANSWERS-awareness of cultural, geographic, and
political differences and sensitivities
-- Understanding the culture of adversaries and of the country in which the organization is
operating is just as important as understanding the culture of a Soldier's own country and
organization.
--If the organization is operating as part of a multinational team, how well leaders understand
partners' capabilities and limitations will affect how well the team accomplishes its mission.
