Tag Archives: fire service culture

“It is my theory that much like the aviation industry [which significantly reduced airline crashes through better technology including flight simulators] we [the fire service] have reached pretty far with technology [improvements]. If we are going to reduce injuries and deaths further it will be through the use of psychology. We need to work on things like Crew Resource Management, decision-making, and perception."

Until we stop romanticizing the job of a firefighter with “how it used to be”, we will never get the current and future generations of firefighters to understand—really understand and take it to heart—that when you look at the facts, the vast majority of risks in the business of firefighting should have gone the way of the dodo bird.

So how can we in the Fire & EMS profession more proactively “capture” such knowledge before it “walks out the door” with the next retiree? Let’s take a closer look at some of our “old and reliable” information management tools: policy, procedure, and processes. Frequently, we use these terms interchangeably, but they are not synonymous at all. However, if we understand how the “fit” together, we will find that they can serve as powerful tools to help transfer organizational knowledge from one generation of members to another.

The company officer (first-line supervisor) is the toughest "gig" in any fire department, but too many of those officers make it harder than it needs to be by not wanting "to be the bad guy", i.e., the officer who follows policy and procedure and makes everyone else follow them as well.

Reducing firefighter deaths and injuries is, or should be, a top priority for all fire departments in the USA in 2014. The 16 Lifesafety Initiatives from Everyone Goes Home provide the framework for a department to develop strategies for making the job of a firefighter safer, more effective, and more efficient. This article takes a closer look.

But changing a fire service organization’s culture is not as easy as changing the type of hose that your department carries on its fire apparatus. That’s because making changes to the culture—that mix of rituals, values, and traditions that defines a group—is tricky business and frequently messy. The current culture persists because it’s one of the main ingredients in the glue that holds the organization together. Culture exists in the “space” between people, not just in any one individual or small group of individuals.

In this latest installment of Reader “Mailbag” I’ve collected several of the reader comments in response to the blog post, The Sexual Sexual Harassment Strike OutAssault and Rape of Women Firefighters: Survey Results. I gleaned the representative comments from across the various social media platforms where this blog appears, e.g., LinkedIn Groups, Facebook, and Twitter.

Many of us first became familiar with Dr. Clark and his “big thinking” approach to fire service issues when he was among the first fire service leaders on this firefighter safety issue: Firefighter “Mayday”. Dr. Clark was the first to bring awareness to the issue by asking the tough questions...

Sound rather harsh? Sound unrealistic? So does closing fire stations and laying off firefighters. So does continuing to expose firefighters to increasing levels of risk of injury or death because of negligence on the part of building occupants, developers, and builders. So does continuing to increase the fiscal burden to local taxpayers to pay for an antiquated fire protection model that is reactive rather than proactive.

I’m sitting at my computer on a beautiful Sunday morning, Mother’s Day as a matter of fact, and I’m working on this blog post. And I’m getting madder by the minute. Mad because I’m collecting the written comments from the survey on Sexual Assault and Rape Against Women Firefighters and I cannot comprehend the idea that the same men who are treating the moms in their lives to flowers and cards and dinner are the same men who have sexually assaulted or raped their female colleagues in the fire station.