The author contends that a promising alternative to traditional control strategies is an annual motivational climate study to pinpoint motivational problem areas and the degree of employee disenchantment, using the University of Michigan's Survey of Organizations. He also suggests that rising employee theft and low productivity are caused by lack of trust between parties in the production process. A history of strategic planning is followed by a discussion of widespread managerial resistance to planning, principles of planning, and differences between strategic and long-range planning. The monograph then examines strategic planning approaches to specific security problems -- computer disaster and recovery, environmental hazards, and intentional and unintentional human acts. The impact of changing social values on risk management is explored, with attention to contemporary workers' desire for challenging, interesting, and meaningful work that provides opportunities for advancement. In this environment, security plans must pay attention to employees' rights and feelings and even include them in the planning process. To initiate a strategic planning project, the author recommends holding a 2-day meeting for all department heads to develop a security threat scenario. The final section details a strategic planning system to protect a firm's human, capital, informational, and technological assets. Diagrams, a sample strategic plan, and three exercises in responding to disasters are included.