The Alternatives and Options Question
A Simple Framework for Risk Management and Decision-Making Under Pressure
In two decades as a helicopter pilot in crisis response and rescue, I’ve accumulated well over 5,000 flight hours and spent many years coordinating responses from the ground. Over the last twenty-three years, I estimate I’ve been involved in over 2000 helicopter responses. I’ve also spent thousands of days evaluating, teaching, studying, and refining how crews make decisions under pressure.
What I’ve learned is this:
Overly complex risk management systems tend to fail under stress. Simple frameworks survive.
I ask two simple questions to gain crew clarity before almost every high-risk decision.
The Two Questions
1. What are the alternatives to accomplishing this mission?
Not just how we do it—but who does it, and when it should be done.
- Is there another rescue asset better positioned?
- Is there a capable ground party or good Samaritan already on scene?
- Is there time to delay—and would delay reduce risk?
(For example: waiting for daylight, improved visibility, or a less hazardous rescue profile or course of action)
2. What options do we have if we execute?
If we are the asset and now is the time, how do we reduce exposure while still accomplishing the objective?
This is where the plan is shaped: approach profiles, timing, crew coordination, decision gates, contingencies, and clear abort criteria.
The Final Step Before We Commit
Before we execute a high-risk phase of flight, I try to say some version of this to the crew.
“A rescue is necessary. Based on the time and information we have, we’ve identified the available alternatives and determined that we are the best asset for this rescue. We’ve discussed our options for executing it safely, and this is the plan we believe gives the survivor—and us—the best chance.”
Sometimes that sentence leads us forward. And sometimes it leads us to step back.
Empowering Others to Complete the Rescue
This is where operators who have yet to mature often struggle.
A bias for action is important. The instinct to help, to act is part of what draws people to this work. But experience in this profession brings a different perspective. An seasoned operator understands that how the rescue happens matters less than the outcome. The only thing that truly matters is that it is successful. Sometimes the right answer is a Coast Guard boat. Sometimes it’s a good Samaritan. Sometimes it’s another aircraft with a more favorable capability. And often, it is our helicopter.
The Peace That Comes from Good Logic
When we know:
- We identified the alternatives
- We evaluated the options
- We determined that a rescue was necessary and we were the best asset—or consciously chose another means for rescue
- We committed with a clear, shared plan
We have ensured we are operating with our “why” in mind and helped eliminate the “not whys,” Exercising disciplined initiative.
The true value of this logic isn’t realized during successful rescues, but during the most challenging ones—when helicopter crews make every effort, and the outcome is not positive. Knowing we were the only viable option and that an attempt was necessary allows us to live with the result, even when it isn’t the one we hoped for. It allows us to sleep at night, knowing we operated from a position of integrity.