Communicating across ORM steps: the ABCD model that ties hazard assessment, risk analysis, control, and implementation together

Which part of the ABCD model is linked to all steps of the 5-step ORM process?

• A. Assess Hazards
• B. Communicate to Others
• C. Control Risks
• D. Implement Measures

Answer: (B)

The ABCD model emphasizes the importance of communication throughout every phase of the ORM process. By linking to all steps, effective communication ensures that stakeholders understand hazards, risk assessments, and control measures. This aspect is vital because it promotes transparency and collaboration among team members, which enhances decision-making and ensures that everyone is aware of the potential risks and the appropriate responses. In the context of the ORM process, communication assists in assessing hazards by sharing findings and potential issues; it plays a role in analyzing risks by facilitating discussions about severity and likelihood; it is crucial when controlling risks, as it ensures that everyone knows what actions are being taken; and it remains essential during the implementation of measures, as there needs to be clarity on responsibilities and procedures. In contrast, focusing solely on assessing hazards, controlling risks, or implementing measures would not capture the holistic nature of operational risk management, which requires ongoing dialogue and information sharing to be truly effective. This perspective underscores the view that communication is a thread that runs through every element of the ORM process, linking them together for comprehensive risk management.

Outline:

• Hook: ORM is more about conversations than checklists.

• Core idea: The ABCD model ties through every ORM step—Communicate to Others is the thread.

• Five steps in plain terms, with how communication informs each one.

• Real-world flavor: simple, relatable examples from everyday work life.

• Practical tips: channels, tools, and practices that keep communication clear.

• Pitfalls to avoid and how to stay on track.

• Warm close: why this connective tissue matters for safer, smarter operations.

Communication as the Missing Link in ORM

Here’s the thing about Operational Risk Management (ORM): it isn’t a collection of separate tasks. It’s a living, breathing process that works best when people actually talk to each other. The ABCD model emphasizes this—communication to others runs through every phase. It’s not a nice-to-have; it’s the thread that holds the whole system together. When messages are clear, hazards are understood, risks are weighed, and actions are coordinated. Without that thread, you end up with silos, confusion, and slower responses.

What are the five steps, in plain language?

• Identify hazards

• Assess risks

• Make risk decisions

• Implement controls

• Supervise and review

Some teams phrase the steps a little differently, but the idea stays the same: you don’t do ORM in a vacuum. You involve people—operators, engineers, supervisors, vendors, and sometimes customers—from start to finish. Communication isn’t a side activity; it’s the backbone.

Let’s walk through how Communicate to Others touches each step

1. Identify hazards

Hazard spotting is more reliable when people share what they observe. If a mechanic notices a faulty valve and a control room notes a recurring near-miss, that information travels fast when it’s written up, routed to the right people, and discussed in a timely way. Communication here means open channels for observations, quick reporting, and a culture that values tell-tale signs even if they seem small. The goal is to surface what could hurt people, systems, or the business before it becomes a real issue.

2. Assess risks

Once hazards are on the table, discussing them helps teams gauge severity and likelihood. That’s not a one-person judgment call. It’s a conversation—one that weighs different perspectives, data, and experience. Communication tools matter: a shared risk register, a quick safety huddle, or a dashboard that shows how near-term conditions affect risk levels. The exchange helps push each risk into a clear category and highlights where consensus is needed to move forward.

3. Make risk decisions

Here you’re balancing cost, benefit, and safety. A good decision rests on transparent dialogue: who approves what, what trade-offs are acceptable, and what uncertainties remain. When stakeholders hear the rationale—why a particular control is chosen, what’s being deprioritized, and what the fallback plan is—they’re more likely to trust and support the decision. That trust speeds execution and reduces last-minute back-and-forth.

4. Implement controls

Implementation is where the plan becomes action. Clear ownership, timelines, and expectations need to be communicated to everyone involved. People are more likely to follow through if they know who does what, by when, and what success looks like. This is also where frontline teams provide feedback on practicality. If a control sounds good on paper but hinders daily work, candid dialogue helps refine it without losing safety gains.

5. Supervise and review

Ongoing communication keeps the system honest. Performance dashboards, incident reports, after-action discussions, and regular reviews let you see what’s working and what isn’t. Sharing results and lessons learned closes the loop and feeds the next cycle of hazard identification. It’s a momentum habit: talk, learn, adjust, repeat.

Relatable examples that stick

• A manufacturing floor notices rising vibration in a conveyor belt. If the message stops at one team, the risk stays hidden until a breakdown happens. But when maintenance, operations, and safety crews share the same channel—daily briefs, a quick issue log, and a cross-functional stand-up—the problem is flagged, analyzed, and addressed before it bites the line.

• In IT and data centers, a sudden spike in latency might signal something bigger. If the alert only travels through the tech stack, managers might miss the broader risk to service continuity. When communications cross departments—network, security, and customer support—the response becomes faster and more coherent, with everyone understanding how their piece fits the puzzle.

• In energy operations, weather alerts, equipment readings, and human factors all converge. A short, precise message about an approaching storm, a temporary access restriction, and an updated work plan can prevent injuries and downtime. The key is a shared playbook for what to say, to whom, and how quickly to say it.

Practical ways to keep the communication thread strong

• Use lightweight, approachable channels

Some updates belong in a formal report, others in a quick stand-up or a shared chat thread. Balance formality with speed. A concise summary in a risk register plus a live dashboard can keep everyone aligned without turning communication into a drag.

• Tailor messages to audiences

Executives want outcomes and risk posture. Operators want actionable steps and timelines. Engineers want the technical rationale. The best messages answer: what happened, why it matters, and what I need to do next. Clarity beats cleverness here.

• Pair visuals with words

A simple chart or heat map can speak louder than a paragraph of numbers. A picture of risk levels across activities helps people grasp priorities and act accordingly.

• Document decisions, not just notes

Capture the who, what, when, and why of every decision. That creates a reliable history and makes reviews easier. It also helps new team members get up to speed without wading through archival emails.

• Encourage feedback loops

Ask questions like: “Does this control change how you work?” or “What obstacles do you see with the plan?” Honest feedback shortens the path from decision to safe, effective action.

• Train around real conversations

Role-playing, tabletop exercises, and quick scenario drills are powerful. They rehearse how to talk about risk under pressure and ensure people know who to contact and what to say when something changes.

Common pitfalls and smart fixes

• Overloading people with messages

Too much detail kills readability. Be concise, use bullet points, and focus on what matters most to safety and operations.

• Jargon without context

Industry terms help experts move fast, but they can slow others down. When in doubt, explain acronyms the first time you use them.

• Silent bottlenecks

If information only travels through one channel or a single person, a delay is almost guaranteed. Create multiple routes for sharing critical updates.

• Reactive instead of proactive communication

Waiting for a problem to appear before you talk about it is a bad habit. Proactive updates, early warnings, and regular check-ins keep risk in better balance.

Why this matters beyond the mechanics

Communication isn’t soft stuff; it’s core to how well risk is managed. When teams talk openly, decisions reflect real conditions, not idealized plans. Transparency builds trust, and trust accelerates action when something unexpected happens. You don’t want to be the team that figures things out in a crisis because the right people didn’t know how to reach each other. You want a culture where information flows smoothly, where questions are welcomed, and where everyone understands their role in keeping people safe, assets protected, and goals achievable.

A few extra thoughts to keep in your back pocket

• The “who” matters as much as the “what”

If you don’t know who needs to know, the risk grows. Identify stakeholders early and keep them informed in a timely, predictable way.

• Small, steady wins count

You don’t need a grand communication overhaul to make a difference. Start with one improved channel, one clearer update, and one short debrief after a near-miss. Momentum builds quickly from there.

• Culture is the real multiplier

Communication works best in a culture that rewards openness, curiosity, and accountability. Leadership sets the tone, but everyone plays a part in keeping the information flowing.

In the end, it comes back to a simple truth: ORM is better when people talk to each other. The ABCD model isn’t about checking a box; it’s about creating a reliable, shared understanding of risk. Communicate to Others isn’t a single step—it’s the thread that links every part of the process. When hazards are shared, risks are discussed, decisions are explained, actions are coordinated, and results are reviewed together, you’re not just managing risk—you’re building a more resilient operation.

If you’re looking for a practical starting point, try this quick exercise: after your next shift, pick one observation and write a two-sentence note that explains what happened and who should know about it. Share it in the right channel, invite a quick response, and watch how the next actions flow more smoothly. It’s tiny, it’s doable, and it can set a cadence that makes a real difference.

So next time you map out a risk frame, remember the quiet but mighty connector: Communicate to Others. It’s not flashy, but it’s incredibly powerful. And in risk management, power isn’t just about big tools or clever models; it’s about people talking openly, listening actively, and acting together. That’s the backbone of a safer, smarter operation.