company officer flash cards

7/29/2019 Company Officer Flash Cards

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Company Officer Flash Cards

Ch.1

F: Making the transition requires that new officer know the following

elements:

B:

Understand the importance of the position of company officer Recognize the challenges, expectations and solutions created by

the transition

Know the responsibilities of a company officerF: The Company Officer performs the following functions:B:

Provides leadership Acts as a role model Gives advice Provides representation for members to the administration Negotiates conflicts Applies counseling or coaching when necessary

The company officer may interact with the public by providing servicessuch as the following:

Issuing burning permits Inspecting facilities Providing public fire and life-safety education Investigating suspicious fires Providing emergency care to victims of hazardous incidents

Challenges that a new officer will encounter consist of learning and

applying concepts such as the following:

Leadership Ethics Supervision Responsibility Authority


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The difference between the two forms of supervision is:

That station life is relationship-oriented while the emergency is tasked-

oriented and based on knowledge, skills, abilities of members of the unit

To overcome personal challenges, the new officer must perform the

following actions:

Commit to the responsibilities, duties, and requirements of thesupervisory position- Learn about, be interested in and be

dedicated to the position

Show loyalty to the organization- Show respect/loyalty tosubordinates by listening to concerns, loyalty towards company

personnel by giving them a voice to share concerns, ideas, etc.

Support all types of education & training: All supervisors perform:Stewards of the position, that they hold, Teachers of those they

supervise, students of the positions to which they aspire

Guard conversations Accept criticism graciously & accept praise, honors and

advancement modestly

Lead by example Praise in public; discipline in private

To overcome challenges & expectations, a new company officer will

have to consider the following solutions:

Communicate effectively Apply appropriate supervisory techniques Manage effectively Project a command presence Develop an appropriate leadership style. Show respect for others Be loyal to the company, organization & community Be a positive & ethical role model at all times Live by personal and professional code of ethics Set high yet attainable standards Value diversity in people/situations Praise accomplishments


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Listen to others Commit to education & training Remain humble

Have responsibilities to the following people or groups: Organization Public Profession Family Themselves

Company Officer Duties:

Human resources management Community & government relations Administration Inspection & investigation Emergency service delivery Health & Safety

Human Resources Management- COs must be able to perform the

following duties involving HR Management

Provide effective supervision for both emergency & non-emergency activities

Assign tasks Evaluate personnel performance Provide company level training activities Administer policies & procedures efficiently & equitably Recommend actions when situations exceed their authority or

ability

Act as a project manager in certain situations

Provide professional development opportunities for members Initiate or assist with personnel transfers, pay, benefits

paperwork bullshit

Evaluate personnel performance & ensure that employeesperform to the best of their abilities


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Community & Government Relations

A level I Fire Officer must be able to respond to citizen inquires &complaints in an efficient & courteous manner. The officer must

be able to present public fire and life-safety educational programs

for the benefit of the community

Inspection & Investigation- Duties include:

Secure incident scene Preserve evidence Interview witnesses and emergency personnel Notify a fire investigator when the situation warrants it

During an act of terrorism/illegal drug lab the following actions:

Notify the law enforcement

Designate a crime scene Maintain security Conduct a preliminary investigation Determine the point of origin/cause

Emergency Service Delivery-Following duties in addition to normal stuff

Develop pre-incident plans for multiunit operations Assign resources to effectively control incidents Conduct post-incident analyses using information gathered from

all responding units

Health & Safety- Ensuring the health & safety of all personnel is an

essential responsibility & duty for all fire officers, requires the following

actions:

Apply health & safety standards daily Implement safety-related policies & procedures Monitors personnel to ensure that safety guidelines are followed Report all situations that involve job-related injuries or fatalities Act as a role model by personally adhering to accepted health &

safety practices


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Chapter 2

In nonemergency operations and during daily work activities,

leadership is essential for:

Using resources efficiently

Ensuring a safe and healthy environment Preventing interpersonal disputes thatcan weaken a units

effeteness

Supervising

Act of directing, overseeing or controlling the activities &behavior of employees who are assigned to a particular

supervisor

Managing

Act of controlling, monitoring or directing a project, program,situation or organization through the use of authority, discipline

or persuasion

Leading

Act of controlling, directing, conducting, guiding, andadministering through the use of personal behavioral traits of

personality characteristics that motivate employees to the

successful completion of an organizational goals

Behavioral Leadership- The behavioral theory of leadership wasdeveloped in the 1940s & includes several styles & theories, including,

among others the following:

Basic Leadership style- Includes autocratic, democratic & laissez-faire categories

Two-Dimensional leadership styles- Includes job-centered andemployee-centered models

Contingency leadership theory- Believes that no single best styleexists

Contemporary leadership styles- Includes charismatic,transformational & symbolic theories

Theory X- Bases theory on that average worker disliking work Theory Y- Bases theory on average working believing work is

natural


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Theory Z- Bases theory on involved workers performing withoutsupervision

Autocratic: The leader tells subordinates what to do and how to do it with

little or no input from them. This is the dominant leadership style

used; it may result in significant challenges from subordinates.

This style is appropriate for emergency operations but lacks

effectiveness in daily operations

Democratic:

The leader includes employees in decision making-process &allows them to work with the least amount if supervision

necessary. This style is appropriate for both day-to day & special

emergency ops such as Haz-Mat or tech rescue where knowledge

is more important than rank

Laissez-faire

Means allow to do; The leader leaves employees to make all thedecisions & does not supervise them at all. Appropriate for

routine station or community taskhowever if it is the dominate

leadership style used it can lead to loss of respect from followers

& has potential for a challenge from a strong informalleadernever use on the fireground.

Two-Dimensional Leadership Style

It is represented by a four-quadrant chart that compares thedegree of job structure to the degree of employee consideration

(also referred to as job-centered and employee centered)

Contingency Leadership Theory

Develop in the 1950s & is based on the belief that there is nosingle best leadership style. Application of this theory requiresthat the situation be matched to the leadership style. Factors that

affect the success or failure of a particular leadership style

includes answers to the following questions:

o How good is the relationship between the leader &subordinates?


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o Is the task structured or unstructured?o Is the leader working form a position of strong or weak

power?

Charismatic Contemporary Leadership Style Inspires follower loyalty and creates enthusiastic vision that

others work to attain,. Leaders have strong personalities, and it is

sometimes difficult to separate the personality of the leader from

that of the organization,

Transformational Contemporary Leadership Style

Depends on continuous learning, innovation and change withinthe organization. This leader works to involve followers in the

change process challenge them to attain their full potential, and

create follower satisfaction and growth while still meeting

organizational goals. True transformational leadership is a rare

quality.

Transactional Contemporary Leadership Style

Involves an exchange between a leader and followers in whichfollowers perform tasks effectively in exchange for rewards

provided by the leader. It is a style that can be used by 1stline

supervisors & middle level managers who have authority or

ability to provide rewards

Symbolic Contemporary Leadership Style

Bases theory on a strong organizational culture that holdscommon values and beliefs. Leadership starts at the top of the org

and extends downward to the 1st line supervisor, Employees &

subordinates have full faith in leadership,

Theory X Leader believes:

The average worker is inherently lazy, dislikes work and willavoid it whenever possible, Because of the their inherent dislike of work, most workers must

be coerced into performing adequately by threats of punishment

The average workers prefers to be closely supervised & shunsresponsibility because of a general lack of ambition


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Theory X leaders are theoretically more concerned withproduction or the results of labor & believe that they must

constantly push their workers to perform because workers are

not self motivated

Theory Y Leader believes:

The average worker does NOT inherently dislike work, in factworkers feel work can be natural as play or rest

Workers will perform adequately with self-direction & self-control without coercion

Workers will support org objectives if they associate thoseobjectives with their personal goals

The average worker leans not only to accept responsibility but infact, also learns to seek responsibility

Only a small part of the workers intelligence, ingenuity &imagination is ever harnessed, but with proper leadership,

workers will excel

Y leaders are theoretically more concerned with people & believethat workers will be motivated to produce because it is human

nature unless they are stiffed by management

Theory Z Leader believes:

Involved workers are the key to increased productivity & thateach worker can perform autonomously because workers are

trustworthy

Leadership style that focuses on the people Employees remaining with the company for life Close relationship between work & social life Workers goals to produce economic success nurtures

togetherness

Participative approach to decision makingTheory Z:

In place in fire service because operations involve personalcommitment, planning, teamwork, etc. Spend great deal of time

together resulting in brotherhood.. One problem w/ Theory Z

leadership is resistance to change. Difficult to change old patterns


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or incorporate new ways of doing things. However these can be

overcame through training.

Theory Z Weakness:

The leader us expected to alter the situation to meet the stylerather than letting the style to meet the situations, Theory Z fails if

workers do not exhibit the total unity & commitment to the

organization & each other that is required to be continuously

successful

Leadership-Continuum Theory

Used to determine which leadership style ranging from autocraticto democratic should be applied to the situation (not utilizing

laissez-faire) Can be applied to fire service for correct situation

Leadership-Continuum Theory Weaknesses

Requires the leader to be a good judge if situations and people inorder to select the appropriate style of leadership

Assumes that leader has all the information necessary to make adecision or to act

Assumes that there are no other external political or social forcesthan can effect the situation

Oversimplifies a complex situation by making it into a two-dimensional situation

When Leadership-Continuum Theory is applied it can become 2/3 of the

balanced leadership continuum. The leader actions begins from

autocratic end of the continuum and continues as follows:

Makes the decision & announces it without discussion oremployee involvement (Tell) Emergency-scene ops

Makes the decision & then sells it to employees based on why it isthe orgs best interest (Sell)

Presents ideas to members & invites their questions (Consult) Presents a tentative decision to members that is subject to change

(Consult)

Presents the problems to member, asks for suggestions & thenmakes the decision based on the best recommendation (Consult)


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Defines the limits on a decision & asks members to make thedecision (Share)

Sets limitations & allows members to make all decisions withoutinterface (Share)

Path-Goal Theory

Based on employers perception of the units goals & objectives,composed of situational factors. The leader determines which of

the following four leadership styles best applies to the situation:

o Directive- Leader gives specific guidance to subordinateso Supportive- Leader shows concern for subordinateso Participative- Leader asks for suggestions from

subordinates

o Achievement-oriented- Leader establishes high goals andexpects high performance from subordinates

Principle-Centered Leadership

Focuses on the use of basic values or principles to lead anorganization. It suggests that there are certain core ethical values

on which individuals base decisions & their own lives.

Principle-Centered Leadership

Theory states that the leader uses these values to guideinternal/external personal relations, make decisions, create policyand determine success Such as integrity, excellence, respect,

loyalty, faith

Level 1 Leader:

Highly capable individual. Person who makes productivecontributions through talent, knowledge, skills and good work

habits

Level 2 leader: Contributing team member. Contributes individual capabilities to

achievement of group objectives and works effectively with others

in group setting

Level 3 leader:


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Competent Manager: Person who organizes people and resourcestoward the effective and efficient pursuit of predetermined

objectives

Level 4 leader: Effective leader: Person who catalyzes commitment to and

vigorous pursuit of a cleat & compelling vision, stimulating higher

performance standards

Level 5 leader:

Executive: Person who builds enduring greatness through aparadoxical blend of personal humility & professional willpower.

The maturity of an employee (follower readiness) is base on the

following two elements:

First the ability (determined by knowledge, skills & experience) ofthe employee to perform the task

Second the willingness of the employee to perform the task.Commitment & motivation determine the willingness level.

Telling: Uses autocratic approach

Selling:

Uses refined autocratic approach that involves convincingmembers that the task is appropriate & justified

Delegating:

Uses limits set by leader & allows members to determine how taskwill be accomplished

The most basic of leadership traits can be summarized in five concepts:

Sees opportunities that others do not Identifies challenges early Communicates effectively


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Plans for success Builds trust with others

Sees opportunities:

Involves having a vision that views situations from all angleswhile still understanding that tradition can provide direction

Identifies challenges:

Involves recognizing potential problematic situations rangingfrom personality conflicts to political intrigue that may confront

the workgroup, company or unit.

Communicates

Involves not only being able express ideas but clearly but alsobeing able to listen to interpret feedback from others who are

either internal or external to the org.

Plans for success

Involves generating plans, implementing them, evaluating theireffectiveness

Building trust

Creates an environment of mutual trust not only within the orgbut also within the community, service area, & profession

Difference between managers & leaders:

Managers administer; leaders innovate Managers ask how & when; leaders ask what & why Managers focus on the system; leaders focus on people Managers ensure that things are done right; leaders ensure that

the right things are done Managers maintain; leaders develop Managers rely on control; leaders inspire trust Managers have short-term perspective; leaders have a long term

perspective

Managers accept the status quo; leaders challenge the status quo


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Managers have an eye on the bottom line; leaders have an eye onthe horizon

Managers are the classic good soldier; leaders are their ownpeople

Managers are copies; leaders are originalsReward Power:

Power is based on ones persons perception of another ability togrant rewards. Perceived power increases in indirect relation to

the amount of rewards an employee sees a leader or supervisor

controlling. Leaders who have or perceived to have this power can

use it to motivate their subordinates to be more productive

Examples: Raise/bonus, promotion, trust/respect

Coercive Power:

Power is based on subordinates perceptions of leaders authorityto punish. This power will not be required if the officers is

respected & trusted to make the right decisions. Examples: Verbal

or written reprimand for substandard work performance,

suspension, termination.

Identification Power

Power is derived from someones desire to identify with &emulate others. Ex: Celebrities selling shit. Another form of ID

Power is referent or personal power, which is ones perception

that they have power because of a relationship with someone who

does have power.

Expert Power:

Power is based on ones person perception that anothersknowledge & expertise can help in the first persons endeavors.

Knowledge is power. In any given situation, the one with the mostknowledge has the most power, even if that person does not have

the most authority. Example Hazmat or tech rescue guy where the

formal leader will accede to the person w/ knowledge.

Legitimate Power


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Power is derived because of the organizational structure of thedepartment/org (also called org authority or position power)

Those who rely on their legitimate power or position power alone

are not likely to be successful

Legitimate Power is derived from three sources:

Shared values Acceptance of a social structure Sanction of a legitimizing agent

To achieve command presence, it is necessary to have the following 6

personality attributes:

Self-confidence

Trustworthiness Consistency Responsibility Acceptance Expertise

Along with the personality characteristics needed for command

presence leaders can take the following eight steps to create a command

presence

1. Know what the situation is2. Know what resources are available to apply to the situation3. Know the strategy & tactics required to resolve the situation4. Listen to all points of view5. Make the decision6. Take responsibility for the decision7. Implement the decision8. Evaluate the decision

Chapter 3 Supervision

Supervision:


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Includes the processes of directing, overseeing and controlling theactivities of other individuals and is basic to the successful

completion of duties assigned to the Level I Fire Officer

Management: Refers to the administration and control of projects, programs,

situations, and orgs. Level II Fire Officers are often assigned

management duties of administering a function such as public fire

and life safety education or logistics in a small dept or managing

an incident scene involving multiple units or agencies.

Supervising:

Act of directing, overseeing, or controlling the activities &behavior of employees who are assigned to a particular

supervisor

Managing

Act if controlling, monitoring, or directing a project, program,situation or org through use of authority, discipline or persuasion

Leading:

Act of controlling, directing, conducting, guiding, administeringthrough the use od personal behavioral traits or personality

characteristics that motivate employees to the successfulcompletion of an orgs goals

Following:

Act of being a team player while working toward a common goalSpan of Control

Generally the best span of control consists of 3 to 7 subordinateswith 5 being the preferred number

As a 1stlevel supervisor, a company officer has the following basic

challenges that are common to most supervisory positions:

Establishing priorities Anticipating problems Establishing & communicating goals & objectives


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Involving employees in the process of establishing goals &objectives

Creating an effective team from the unit by fostering a positiveenvironment through the use of sound leadership, team

development & management techniques Creating job interest within a unit by motivating group members

through dedication, positive attitude, commitment and

perseverance

The company officer should recognize that activities can be categorized

into three levels of priority:

Emergency response Preparation for emergency response

Organizational duties

Mental preparation for emergency response:

Be mentally & emotionally prepared to respond to any type ofsituation

Direct preparation for emergency response:

Include training, drilling as a team the apparatus, obtaining PEP,tools, pre-incident planning etc.

Application of efficient organizational skills

Included in this category are the completion of reports & records,station maintenance and other admin duties of the officer

Supervisors can involve employees in the process of establishing goals

and objectives in one of the following three methods:

Simply require the employee accomplish a specific task Delegate tasks Use democratic leadership principles

Forming: Employees are uncertain of their roles in the group in this initial

stage. They are not certain that can trust or work with the other

members. This phase is critical within the team-development

process & one in which a co officer can have a significant effect.


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The leadership style is directive by outlining the process &

establishing the group structure. Diversity crap is handed out

Storming:

Conflict may result at this stage as members jockey for informalleadership or attempt to exert their own individual influence over

the group. The leader is supportive in this stage and actively

listens to members & provides explanations for decisions. Most

critical aspect of successful team development is to reduce the

amount of time the group spends in the storming phase

Norming:

The group establishes its own set of norms& values that eachmember accepts and adheres to. The members become closer

more cohesive

Performing:

The supervisor works to maintain team spirit as the group movestoward accomplishing its objectives. At this point, the group is a

true team w/ leadership shared by all its members: Factors-o The CO officer must monitor progress in this area because

team develop certain behaviors & attitudes that can work todestroy team concept

o It is critical for leaders to insist that team members act &treat each others as equals

o Involving all team members in team activities to the levelthat can be expected is critical to team growth

Adjourning:

Final stage is planned (and sometimes unplanned) termination ofthe group task. Includes acknowledgment of the groupsaccomplishments & participation of individual members. Debrief.

A company officer can create an effective team by adhering to the

following principles:

Tell each of the members how they fit into the team, what isexpectations of them/the leader


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Have frequent planning meetings w/ the team to determineprogress, explain deviations from the plan

Work w/ individual team members to make suggestions Encourage team members to be open and honest Allow team to establish measurements for success (within thepolicies & procedures of the org) Take advantage of the existing diversity of team members. Be sensitive to diverse nature of the team Understand that team members have other concerns &

obligations

Coaching:

Informal process of giving motivational direction, positivereinforcement, and constructive feedback to employees in orderto maintain & improve their performances & ensure successful

performances

Counseling:

Formal process that involves activities that assist participants inidentify and resolving personal, behavioral or career problems

that are adversely affecting performance

Mentoring:

Process used to prepare capable individuals for advancementwithin the org through the direction of a positive role model

If members of a unit have not experienced the empowerment process, it

is important for the company officer to begin with small attainable

projects. The following steps can be used:

1. Identify the problem or decision that must be made. The solutionmust be attainable

2. State that all solutions will be considered but the best one will beadopted.

3. Explain the reality that outside forces may prevent the adoption ofsome results. Funding, etc.

Coaching:


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Informal process of giving motivational direction positivereinforcement and constructive feedback to employees in order to

maintain & improve their performance. Must be positive

immediate, direct & frequent.

Counseling:

Formal process that involves activities that assist participants inidentifying & resolving personal, behavioral, or career problems

that are adversely affecting performance.

Counseling Four Step Method

1. Describe the current performance2. Describe the desired performance3. Gain a commitment for change4. Follow up the commitment

All supervisors have specific major responsibilities to an org regardless

of its type.

Set a clear & positive example for subordinates Define expectations Receive assignments and complete a task or objective efficiently &

effectively

Promote & maintain health & safety policies within the workplace Develop an environment of cooperation and teamwork Develop & maintain the company as an integral part of the org Promote skills development, skills maintenance and skills

improvement in employees

Maintain discipline and ensure that policies and procedures areadhered to at all times

Establish the perimeter of behavior Ensure that activities are directed toward org goals Promote the pursuit of educational & professional opportunities Promote credentialing & certification as opportunities to enhance

an individuals professionalism

Establish & communicate the plan for task completion toemployees

Ensure that the schedule is realistic w/ attainable objectives


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Organize employees to work as a team and an objectives or goal infocus

Delegate the appropriate of responsibility & authority toemployees

Evaluate the quality & completion of the task

Chapter 4

Decision making-Basic Assessment 4 Questions

1. Is the decision within the authority of the company officer?2. Is there sufficient information available about the situation or

problem to make an informed decision?

3. How will the decision affect the unit or org?4. Is the problem worth the effort?

Decision-Making Models- Problems are based if the following three

considerations:

Whether decisions are generic (programmed) or exceptional(non-programmed):

o Generic: Decisions that are routine or recurring are usuallymade based on existing standards, rules, regs, procedures ofthe org

o Exceptional: Decisions that involve a nonrecurring, non-routine, unique & significant situation

Conditions to which decisions are subject Choice of decision-making models used to solve the problem

The conditions that affect decisions are classified as follows:

Certainty: Decisions know results & require specific resources.Generic decisions usually involve certainty.

Risk: Decisions will have probably consequences, although thereis the possibility of unknown outcomes. Exceptional decisions will

have risk


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Uncertainly: Decisions have completely unknown consequences,usually because of a lack of information. Exceptional decisions will

have both risk and uncertainty.

Two generally accepted decision-making models taught in businessmanagement courses:

Rational model Bounded Rationality Model

Rational or classic model:

The leader gathers information and makes the decision based onthe best possible alternative to the situation. This type of decision

model is usually applied to the exceptional (non-programmed)

decisions that have the potential for high risk or uncertain

outcomes

Bounded Rationality Model:

Allows the leader to select the decision that will satisfy theminimal requirements of the situation. This type of decision

model is usually applied to generic (programmed) decisions that

have certain outcomes.

Generic problem classification:

One that is recurring and may even be the symptom of a largerproblem. It can usually be solved through the application of a rule,

policy, etc.

Exceptional problem classification:

One that may only occur once. But must be dealt with by aresponse that is peculiar to or customized for that problem

Generic problem definition:

Requires more data to determine the specific problem, which mayhave an underlying major problem and note a trend such as

injuries while lifting heavy shit

Exceptional problem definition:


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Requires that information related to the specific event begathered quickly. Examples spills, emergency situations, Trends

will not usually play a part in defining this type of problem.

Barriers two main types: Psychological (Internal) Barriers Organizational culture (external)

Psychological (Internal) Barriers:

Internal barriers are the result of psychological conflicts withinthe individual; these barriers are described as follows-

o Fearo Ego or self-esteemo Indecisivenesso Distrusto Antagonismo Jealousyo Unethical motives

Psychological (Internal) Barrier Fear:

Becomes one of the main personal barriers to making a decisionPsychological (Internal) Barrier Ego or Self-Esteem

Prevents effective decision making, Too much ego can lead tooverconfidence that cause individuals to ignore the advice of

others. For example, dictators usually succumb to bad decisions

making because of an inflated ego.

Lack of self-esteem leads to indecisiveness. The individual doesnot have the self-confidence necessary to make a decision & is

afraid of being criticized for the final decision

Psychological (Internal) Barrier Indecisiveness

Means that events will overtake the need for the decision.Psychological (Internal) Barrier Distrust


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Causes lack of trust in ones own ability to make a correct decisionand in others to provide accurate information to implement a

decision

Psychological (Internal) Barrier Antagonism Means that active opposition to a decision by other causes the

decision-maker to compromise even though the compromise

might not be the best solution to the problem.

Psychological (Internal) Barrier Jealousy

Causes an individual to act irrationally and block the suggestionsof others

Psychological (Internal) Barrier Unethical motives

Involves personal gain, enhanced self-image, and personalprotection at the expense of others.

Organization (External) Barriers

External barriers that exist outside the individual may be createdby how a situation is organized. These barriers are described as

follows: Lack of data, Lack of accurate analysis, Lack of resources,

Lack of management/membership support, Lack of commitment,

lack of capacity

Organization (External) Barrier Lack of Data:

Includes the lack of accurate, sufficient or timely information.Organization (External) Barrier Lack of accurate analysis

Leads to an unacceptable decision even if data is accurate, recent,or sufficient. Every effort must be made to look at the total picture

of the incident or problem based on all available information to

determine the correct relationship of the various parts

Organization (External) Barrier Lack of Management/membership

support:

Dooms decisions to failure from the start/ Lack of support (suchas in the area of allocation of resources) will simply result in a

good intention that does not become an action. Depending on the


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issue or initiative, building support can start from the bottom up

or top down.

Organization (External) Barrier Lack of Commitment:

Leads to ineffective decisions. The personal commitment of thedecision-maker and those affected by the decision are required in

order to have effective decisions.

Organization (External) Barrier Lack of Capacity:

Lacks the authority or ability to make a decision in some casesAbilene Paradox:

The Abilene Paradox (a popular theory developed by someasshole from personal experience) explains why members of a

group may go along with a decision even when they believe it to

be a bad one rather than dissent against the group

Symptoms of the Abilene Paradox (AKA inability to manage agreement):

Group members agree individually in private about the problem Also agree individually in private about the actions that are

requires to solve the problem

However, they fail to accurately communicate their privatedesires & beliefs to one another

Because members fail to communicate, the group makes decisionsthat are counterproductive/may be unethical

The process then frustrates the members The cycle continues to repeat itself unless it is corrected through

accurate communication

Chapter 5

Common Law (aka Case Law):

Is that body of law that is based on tradition, custom, usage anddecisions of the judicial courts within a particular country, society

or culture. Consists of laws that were developed by judicial

decisions rather than legislative action (statutory law). Judicial


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decisions are to subject to changes in society & views of individual

members of the judiciary.

Substantive Law:

Deals with actual issues by establishing principles, defining dutiesand obligations, creating, defining the limitations of rights within

a society. These are established by legislative & government

agencies & constitutions Examples:

o Tort: Duty of care provided to another partyo Contract: Offers & the acceptance of offers

Procedural Law:

Defines the judiciary rules or mechanisms used to enforcesubstantive laws. They are established by legislative actions and

constitutions. The laws include the following information, among

other things:

o Where to file a caseo What may be filedo When filings may be madeo How the case will be handled

Common Law:

Bases laws in the US (including fed, state & local law) on Englishcommon lawspread by British colonizers. Although common lawwas traditional or customary much of it became statutory law

through adoption & codification by various legislatures

Statutory Law:

Pertains to laws enacted by legislative bodies of governmentStatutory Law US Federal Level:

Created the US Fire Administration (USFA), OSHA, EPA, EqualOpportunity Commission (EEOC) & IRS

Statutory Law State Level:

Created tax codes, marriage laws, voting laws, motor vehicle laws,hunting regs, health and safety laws, laws governing the formation

of special districts for fire protection sanitation, recreation,

education etc.


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Statutory Law Local level:

Created ordinances that adopt a particular edition of a building orfire code, establish speed limits on local roads, require business

licenses & adopt emergency services orgs annual budget

Administrative Law:

Pertains to laws created by government agencies and used toenforce & implement statutory law. They define the extent of the

powers & responsibilities held by administrative agencies in

performing their assigned responsibilities. Obviously, as

exemplified by the IRS & OSHA, the power that these enforcement

agencies wield can be significant. Examples:

o OSHA regsin the Code of Fed Regs, Title 29 (Labor)o Agencies such as EPA, EEOC & others are empowered to

create & enforce admin laws to fulfill their missions

Criminal Law:

Protects society as a whole from wrongful actions (aka penal law)Established by legislative action at all levels of gov & are in the

tradition of common & civil laws. Substantive criminal law defines

the act & punishment for various crimes.

Civil Law:

Defines relationships between individuals or groups & helpsresolve disputes between parties. Criminal law deals w/ the

rights/responsibilities of individuals toward society, and civil law

deals primarily w/ private rights & responsibilities.

Criminal law:

Means by which society protects itself; if penalties are sometimesmonetary (fines), loss of freedom (jail) or both, Criminal actions

(prosecutions) are brought by the gov (representing the people)

against an individual or group.

Civil Law:

Means by which individuals seek redress, usually on the form ofmonetary damages, from other individuals, corporations or the

gov. The standard of proof is a balance of probabilities or a

preponderance of evidence.


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Tort Liability:

A tort is a civil wrong or injury. The main purpose of a tort actionis to seek payment for property damaged or destroyed, personal

injuries, or lost income.

Tort Liability- The following elements must exist for a valid tort case:

The defendant must owe a legal duty to the plaintiff There must be a breach of duty; that is the defendant must have

failed to perform or properly perform the duty

The breach of duty must be proximate cause (one that in anaturally continuous sequence produces the injury or damage and

without which injury or damage would not have occurred) of the

accident or injury that resulted

The plaintiff must have suffered damages as a result

Negligence Liability:

Negligence-breach of a legal duty- is the major issue in most tortliability cases. When a person possesses a greater amount of

expertise than others, the person legal duty is then proportionally

greater. Therefore, the standard of care for which an EMT would

be responsible is the standard that is reasonable, prudent and

careful

Misfeasance:

Wrongful actions, occurs when a individual has the knowledge,ability, and legal authority to act but performs the act incorrectly

Nonfeasance:

Omission of performance when some act should have beencompletedwould occur if a company officer failed to order the

overhaul of a structure even though all indicators suggested that are-ignition was possible.

When a potentially hazardous condition exists, the reasonableness of

action takes into account the following factors, particularly when

resources are not available to correct all such conditions:

Gravity of harm posed by the condition


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Likelihood of harm Availability of a method and/or equipment to correct the situation Usefulness of the condition for other purposes Burden of removing the condition

Many items of information may be brought into court to aid in

establishing the prevailing standard of care.

Some of the strongest types of evidence are national consensusfrom the NFPA, ANSI & the orgs own guidelines and polices. A

reasonable & prudent person would be expected to follow these

guidelines.

Sources of information that may help establishing the standard of care

include the following:

Agency directives & policies Directives of a superior agency (legal mandates) Guidelines & policies of other agencies (locally accepted policies) Guidelines & standards developed by professional orgs such as

NFPA

Professional texts & journals (such from NFPA) Professional texts & manuals (such as IFSTA manuals)

Professional journals. Research publications Opinions of expert witnesses

The current status of governmental immunity in various states us one of

the following:

Doctrine of immunity still in force Limited liability by means of a tort claim act:

o Suits instituted as prescribed by statureo Suits brought before a special tribuneo Suits authorized only within prescribed limits

Legislative claims boards- Approves valid claims made by citizensagainst the state

Abandonment of immunity- Remedy left to the courts as if thestate was a private citizen


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Historically, there have been four primary areas of employment

discrimination:

Disparate training Adverse impact Sexual harassment Reasonable accommodation

Disparate training:

Aka differential treatment simply means treating an applicant oremployee differently than those of another race, gender, religion,

etc.

Adverse Impact

Occurs when an employer uses a test (screening device) thatinitially is not intended to discriminate but adversely affects

members of one protected classes more than other applicants or

employees.

Quid pro quo

This form consists of any overt, unwanted or unwelcome sexualbehavior or advances toward a worker who has the power to

reward or punish the worker

In those businesses and gov buildings in the US where the laws apply,

reasonable accommodation means the following:

Existing barriers to access must be removed Barriers many not be included in new construction Auxiliary aids must be provided for people w/ vision, speech or

hearing impairments or with any other physical or mental

impairment hat limits activity

ADA states employers cannot not discriminate against qualified

applicants because of their disabilities; however the employmentregulations only apply to orgs with ______ or more fulltime employees

15


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While not part of the Civil Rights Act Fair Labor Standards Act regs are

very important to all company officers in career and combination orgs

with ____ or more employees

5

Chapter 6

There are five general purposes for interpersonal communications:

Learn Relate Influence Play Help

To improve communication skills, the most effective improvements

involve the following elements:

Understanding the other persons view Taking responsibility for personal thoughts and feelings of others Respecting the thoughts & feelings of others Being accurate & clear when speaking Focusing on the other person Controlling emotions when interacting with others

Chapter 7

The following speeches are three accepted types of formal speeches: Remember Acronym PIE Persuasive- Use a strong argument based on reliable data in order

to creates a change in belief, behavior or attitude

Informative- Give the audience definitions, descriptions,explanations or information that teach a topic


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Entertainment- Use of humorous stories or anecdotesPersuasive Speech:

May be the most difficult to develop and at the same time the mostimportant type of speech an officer can give. It is intended tocause change by describing a problem and supply solution

3 Main Ideas of Persuasive Speech

1. Need2. Satisfaction3. Visualization

Sequence of Persuasive Speech

1. Attention2. Need3. Satisfaction4. Visualization5. Action

The informative speech is the type used most often by company officer

to perform the following duties:

Provide status reports Describe events Give project updates Provide unit-level training Educate the public and media

Generally, steps that result in successful reports are as follows:

1. Make an immediate statement of purpose2. Explain how the information that the report is based upon was

gathered

3. Present possible solutions to the situation4. Tell the specific benefits for and effects on the audience5. Anticipate any objection or questions that might arise6. Provide a written copy of the report to the audience


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The steps of the speech preparation are as follows:

1. Select the topic2. Determine the purpose3.

Generate the main idea4. Develop the central idea

5. Gather supporting evidence6. Organize the speech7. Deliver the speech8. Evaluate the speech

The speech can be organized into one of the following five basic

formats:

Chronological Spatial Casual Problem/solution

Once a speech format is selected, the material in the speech may further

organized by using one of the following strategies:

Primacy- Place the most important information at the beginning Recency- Place the information at the end Complexity- Move form simple ideas to more complex Specificity- Move from specific to general or vice-versa Soft-to-hard evidence- Move from opinions or inferences to facts

& statistics

The actual delivery of speech can take following four forms:

Extemporaneous delivery- Relying on notes/outlines preferred Memorizing the text Impromptu delivery Reading the text

Chapter 8

Documents are written for specific purposes:


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Educate Persuade Inform Enlighten

First step in any writing process determine:

Audience Scope- subject or topic & how broad or narrow the coverage is Purpose- Why document is being written

The average paragraph is ___ to ___ words long, which is long enough for

a topic sentence and four or five supporting sentences.

75 to 125Some common transitions used at the end of a paragraph to indicate

summation include the following:

After all, all in all, and all things considered Briefly & by and large Finally In any case, in any event, in brief, in conclusion, in short, in

summary, in the final analysis, in the long run

On balance and on the whole

To sum up and to summarize

Transitions that may be used to start if a paragraph can be categorized

by the comparison or relationship that they are intended to

indicateinclude the following:

Show contrast or qualification Indicate continuity Show cause and effect Indicate exemplification

Some generally accepted writing guidelines that assist in the

development of the text are as follows:

Be clear Get to the point Use a minimum of words to convey the message Write in a conversational tone


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Avoid archaic language Avoid jargon Avoid long sentences and use of numerous commas within

sentences

Write in an active voice Use parallel structure Always proofread a document before finalizing it Use bullets, numbers, or other indicators of key points Use appendices for additional info Retain a copy of the written documentation

Chapter 10

To reduce emergency scene casualties, the company officer mustapproach safety from the following two directions:

First, the primary cause of fatalities must be addressed througheducation, fitness and wellness. The company officer must ensure

that members of the unit are aware of the risks posed by the

following conditions: Shitty nutrition, fat fucks, lack of physical

fitness

Second, during the emergency incident the company officer mustmonitor subordinates to ensure that they do not become

physically stressed

The company officer is responsible for ensuring that all personnel use

the equipment that has been provided.. Operational procedures must

also be implemented to ensure as safe a work environment as possible.

Some of these include the following:

Lockout/tag-out procedures to prevent unexpected energizationstartup, etc.

Two unit members or mechanical devices to lift objects or victimswho are over a predetermined weight

Appropriate protective clothing when performing certain tasks;may include eye protection, hand protection, etc.

Heavy items mounted in lower compartments Respiratory protection Two In/Two Out program RIT Teams


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PASS devices Breathing conservation programs Personal accountability system, PAR count

An infection control program begins with a written infection (exposure)plan that clearly explains its intent, benefits, and purposes. The plan

must covert the standards of exposure control such as the following:

Education and training requirements Vaccination requirements for potential threats such as anthrax,

hep B, annual flu vaccinations and TB

Documentation and record keeping requirements Cleaning, decon, and disinfection of personnel & equipment Exposure control & reporting protocols

Exposure reports must be maintained for ___ years following

termination or retirement of employee

30Several reasons to investigate workplace accidents are to identify and

document the following conditions:

Behavior or condition that caused an accident (root cause) Previously unrecognized hazards Apparatus/equipment defects or design flaws Additional training needs Improvements needed in safety policies and procedures Facts that could have a legal impact on accident case Historical trends

Human factors that often contribute to accidents have been classified

into the following three broad categories:

Improper attitude- Includes willful disregard, recklessness,irresponsibility, laziness, disloyalty, uncooperativeness,

fearfulness, oversensitivity, jealousy, impatience, obsession,

phobia, absent-mindness, excitability, inconsideration,

intolerance. Readjusting any of these traits through training,

counseling or discipline can lead to accident reduction


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Lack of knowledge or skill- Includes insufficient knowledge,misunderstanding, indecision, inexperience, poor training, failure

to recognize potential hazards. These problems can be reduced or

eliminated through training

Physically unsuited- Includes problems of hearing, sight, weight,illness, allergies, slow reactions, disabilities, intoxication or

physical limitations in general

In conducting an accident investigation, company officers collect

information about the participants, events or incident. The investigation

should provide the following information:

General information- Items:o Date and time of incidento Type of incident, illness, injury fatalityo Location and emergency response typeo Names of witnesses and their accounts of the situation

Environmental information- Items:o Weather and tempo Day or night conditionso Noise & visibilityo Terrain

Apparatus/equipment information- Items:o Type of equipment involvedo Age and conditiono Locationo Maintenance historyo Distinguishing characteristics

Chapter 11

Organizational structure principles discussed include the following: Scalar structure- Chain of authority Line and staff personnel- Two distinct groups Decision-making authority- Legal ability to make and implement

decisions

Unity of command- Each subordinate must only have onesupervisor


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Span of control- Limits the number of subordinates that oneindividual can effectively supervise

Division of labor- Large jobs divide into smaller tasks forindividual assignment

Scalar Structure

The term to describe the common organizational structure in thefire and emergency services in scalar, which is defined as having a

uninterrupted series of steps or chain of authority. The scalar org

is a paramilitary, pyramid-type of org with authority centralized

at the top

The true scalar structure is well suited for dealing with emergency

situations for the following reasons:

Span of control is maintained Information is centralized for decision making Functional chain of command is maintained

Line personnel:

Those who deliver services to the public or external customers;typical functions include fire suppression, EMS, inspections,

education and investigations

Staff personnel:

Those who provide support to the line personnel or internalcustomers typical functions are training, logistics and personnel

administration

Centralized authority:

Decisions are made by one person at the top of the structure.Centralized authority works well in very small orgs such as theindividual fire company, but in large orgs the leaders span of

control may be exceeded unless decisions-making authority is

delegated

Decentralized authority:


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Decisions are allowed to be made at a lower level (basicallydelegation of authority) with the effects of the decisions reported

through the structure. For decentralized authority to work

effectively, the chief must ensure that all members understand the

direction, values and goals of the org

The most common of these difficult situations (Unity of command issues

where an employee id required to report to more than one supervisor):

The employee follows that last order received, even though theprevious order has not been performed. Thus the 1stassignment is

incomplete but the supervisor who ordered it thinks its done

The employee executes the task poorly while trying to do two(perhaps conflicting) tasks at once

The employee plays the supervisor against each other so thatneither supervisor knows exactly what the employee is doing

The employee becomes frustrated while attempting to follow theconflicting orders of different supervisors and gives up both tasks

The variables that affect span of control in any given situation are as

follows:

Ability and experience of the supervisor Ability and experience of subordination Nature of the task: Characteristics:

o Urgencyo Conditions under which it must be performed, including the

geographical area that subordinates may be working withino Complexityo Rate at which it must be performedo Similarity/dissimilarity to tasks being performed by others

Proximity of subordinates to the supervisor and each other Consequences of a mistake

Effective supervision is extremely difficulty in the following situations:

Tasks being performed are very complex Workers level of training is minimal Workers are performing dissimilar tasks Workers are widely separated form the supervisor and each other


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The division of labor principle consists of dividing large jobs into

smaller tasks that are then assigned to specific individuals. In the fire

and emergency services, division of labor is important for the following

reasons: Assign responsibility Prevents duplication of effort Makes specific, clear-cut assignments

To accomplish the work assignments within a fire & emergency services

org, the assignments are divided into groups that may be based on the

following elements:

Type of task

Geographical area Time of year or season Available resources Skills specializations

The most common reasons why fire and emergency services orgs enter

into mutual aid agreements besides to receives fed or state funding are

as follows:

Allows sharing of limited or specialized resources betweenneighboring jurisdictions

Addresses the need for neighboring jurisdictions to assist eachother when a response requirement exceeds the primary

jurisdictions capabilities:

Addressees occupancies within a jurisdiction that may beconsidered target hazards or high-risk facilities

Addresses the situation where an org may require assistancewhen its resources are deployed at an incident and a 2nd,

simultaneous emergency occurs

Allows orgs to meet NFPA, Insurance Services Office and otherrequirements for staffing, apparatus availability, response times,etc. through shared resources

Provides a quicker response when other fire and emergencyservices orgs are closer to the emergency site than are the

primary jurisdictions resources


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Defines responses for areas on the boundaries between adjacentjurisdictions

Defines response methods for fire and emergency services orgswithin a jurisdiction such as a mil base or corporate fire brigade

Company officers may be tasked to assist in the development and

maintenance of mutual aid plans. At a minimum, these plans should

specify the following actions:

Define roles of each or, including incident management & chainsof command

Establish operating guidelines Define lines and methods of comm Include common terminology, references, specs, equipment

compatibility and other factors that may affect effectiveness ofdifferent orgs

Provide maps, evac routes, hydrant locations, public workssystems etc.

Address insurance and legal considerations that may affect theagreement

Establish additional nonemergency agreements such as trainingand routine comm as required

Chapter 12

Most company-level training needs will be established by the org. This

determination is based on a number of considerations including the

following:

Legally mandated training Performance during emergency ops Annual refresher or recertification requirements Post incident analysis reports Personnel evaluation reports Changes in operational procedures Implementation of new policies, procedures or equipment Changes in the types of services delivered by the org Preparation for the next level of authority or advancement


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New personnel assignments based on transfers, promotions ornewly hired personnel

The company officer will have to follow a process that includes the

following steps:1. Determine the type of service, skill or task that must beperformed

2. Compare the new level of performance to the current level3. Design the type of training that will raise the knowledge, skills,

and abilities of company personnel to a new level

Instructors use the 4-Step model of instruction to develop lesson plans

and as a process for teaching lessons and courses. Company officers can

use the process for effective company level training. The model consists

of the following 4 steps

1. Preparation2. Presentation3. Application4. Evaluation

Step 1: Preparation

Establish lesson relevancy to the job by introducing the topic.Gaining the students attention, and stating the learning objectives.How the students will be evaluated should be attention. This step

also includes the self-preparation that instructor or company

officer takes before beginning the lesson or class. Instructor prep

includes the following activities:

o Reading the lesson plano Gathering any additional information that may be requiredo Assembling the A/C training aid & propso Practicing the skills that will taught

Step 2: Presentation

Present the information to be taught using an orderly, sequentialoutline. Select the training method that is appropriate to learning

styles of the students and the topic being taught. Presentation can

be combined with the next and most important step, application.

Generally the presentation choices available are as follows:


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o Lectureo Illustrated lectureo Discussiono Demonstrationo

Learning activities such as role-playing when the topicbenefits from these approaches

Step 3: Application:

Provide opportunities for learning through activities, exercise,discussions, work groups, skill practices, practical training

evolutions, and similar learning activities. The purpose is to

reinforce the students learning. Most learning takes place during

the application step, making this step critically important

Step 4: Evaluation:

Have students demonstrate how much they have learned througha written, oral or practical exam/test. The purpose is to determine

whether students achieved the lesson objectives or course

outcomes

It may become necessary for the company officer to modify or alter the

lesson plan. Modifications may be necessary for the following reasons:

Time is not available to present the lesson completely. A/V aids that are required in the lesson plan may not be available A lesson plan may be outdated and not accurately represent the

current process or policy.

Members of the audience my not respond to the teaching methodslisted in the lesson plan

Environmental conditions may prevent the presentation of thelesson plan as originally intended

Before beginning a presentation, the company office should ensure that

space is appropriate to the presentation in the following ways: Ensure the seating arrangements is comfortable and that all

participants can see the officer and any visual aids

Ensure that all distractions (both audible and visual are removed)radios lowered, cellphones etc.

Reduce the glare that might obstruct the view of videos


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Have all training aids and props readily accessible in workingcondition

Ensure that room temp is in a comfortable range

As a facilitator, the company officers role is to guide the discussion

and meet lesson objectives in the following ways:

Keep the discussion on the topic Avoid pertinent details Ask thought-provoking questions Analyze conversations to ensure understanding

Practical training evolutions fulfill the following two primary

requirements for the emergency services org: Hands on training required to applicable NFPA standards and

OSHA regulations and mandated by professional associations &

local jurisdictions

Practical training evolutions that allow students to apply theknowledge and practice the skills they learned in the classroom

Simple training evolutions involve small numbers of students

performing a single task that requires only a few skills:

Lifting and setting ground ladders Using portable fire extinguishers Lifting and moving patients Forcing entry though doors Taking & recording patients vital signs Deploying and advancing attack hoselines Driving and parking apparatus

The use of NIMS/ICS during practical training evolution has two

benefits:

First it helps ensure the safety & accountability of participants Second, it acquaints participants with the operation of the system

Examples of potential remote training uses include the following:


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Parking lots- Drive/operator training, supply & attack hosedeployment, vehicle extrication

Subdivisions construction- Driver/operator & buildingconstruction training

Abandoned/condemned structures- Ventilation/Forcible entry Military or government owned reservations- Wildland fire

suppression, off road driving, joint ops

Airports- CFR, driver ops, foam Grain Silos: Tech rescue/ropes Industrial sites: Confined space, tech/rescue, Haz-mat Wildlands- wildland/off-road driving Structures under demo- Building collapse, vet/force entry, RIT Vehicle Salvage- Vehicle Ex Parking garages- standpipe ops & high angle rescue Commercial buildings for sale/vacant- Search & Rescue, hoseline

ops, tactical simulations

Warehouses & aircraft hangars- Large eara search and rescue,RIT, hoseline ops, tactical sim ops

Remote-site training locations must meet the requirements for

environmental protection regarding:

Water run off

Soil contamination Air pollution

When planning practical training evolutions, company officers must

take many factors that contribute to a safe and effective learning

experience into considerations:

Safety Learning experiences Justifications

Supervision Resources/logistics Weather Legal requirements NIMS/ICS Exposure Evaluations/critiques


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Ensure that training participants have the necessary skill levels &knowledge need for a particular training evolution

Design the practical evolution so that a positive outcome ispossible

Provide a summary of what has been learned and what can becarried into operational environment/actual emergency setting Videotape the training evolution if possible to assist with the

critique and for future use as a training aid

Document all company-level training accurately, including times,topics, participants and results

Generally accepted basic classification of plans is based in the frequency

with which they are used, Therefore, two broad categories can be

established:

Standing plans Single-use plans

Plans may also be categorized as:

Strategic Operational/administrative Contingency

Standing Plan:

Develop policies, procedures and rules that are used frequently.The company officer relies on the results of standing plans to

manage the day-to day emergency and nonemergency activities of

the unit

Single Use plan:

Accomplishing a specific-objective such as the development of aprogram, project or budget

Strategic Plans:

Subjective, What the org will doChart the course if the org overan indefinite future that is divided into definite time components.

The plan attempts to take into account external factors that will


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affect the org such as changes in the economy, demographics,

hazards, etc. Based on trends and expectations of the future

environments but external factors are somewhat unpredictable

and some unforeseen events will occur, based on best

information, must be communicated to members of all units

Operational/administration:

Objective, Focus on how objectives will be accomplished.Operational plans are concerned with those factors that are

within the control of the control of the org, objective and fact

based

Contingency:

Create alternative plans that can be implemented in the event ofincontrollable circumstances

The five step-planning model includes the following steps:

1. Identify2. Select3. Design4. Implement5. Evaluate

Step 1- Identify:

Select a problem that requires a response. The problem may be anemergency situation such as a victim trapped in a car or issues

between members

Step 2- Select:

Choose the appropriate response to the problem, which requireschoosing the goals, outcomes and objectives required to meet

them

Step 3- Design:

Determine the steps required to meet the goals, outcomes, andobjectives previously selected

Step 4- Implement:


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Perform the elected activity or supervise crew members in theactivity that will mitigate the problem

Step 5- Evaluate:

Determine the effectiveness if the activities in meeting the goalsor outcomes. Effectiveness may be immediate such as the

successful extrication

The first step of the planning process can be applied during the

inspection:

Site hazards are identified, appropriate actions are selected, andthe best actions are designed into an overall action plan with

equal input by crew members

The second step of the process can be applied during the inspection:

Once an incident occurs and the company officer puts the pre-incident plan for this type of incident into effect and mentally

applies the planning process steps to create an incident action

plan

Plans may be altered for the following reasons:

Existing conditions may warrant the immediate alteration of anoperation

Original requirements are not being effectively met

Each generally accepted conflict management style used in the business

community is based on the concern for the other party and oneself.

These concerns result in three types of behavior that are defined as:

Passive (non-aggressive behavior)- Occurs when people hide theirown emotion so that others do not know how thy feel

Aggressive behavior- Occurs when people express their emotionsopenly by using threatening behaviors toward people and objects,

which results in the violation of others rights

Assertive behavior- Occurs when people express their emotionshonestly and defend their rights without hurting others


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Conflict management styles may include any one or more of five types:

1. Avoiding conflict2. Accommodating conflict3. Forcing conflict4.

Negotiating conflict5. Collaborating conflict

Avoiding conflict:

Lose-Lose~ Taking a nonassertive or passive approach, peoplemay deny that a problem exists, refuse to take on a situation,

mentally or physically withdraw from a situation. The result is

lose-lose because the conflict is never resolved

Accommodating Conflict:

Lose-Win~ Appeasing other persons by passively giving in totheir positions. The result is a lose-win situation because the

seconds persons are met at the expense of the first person

Forcing conflict:

Win-Lose~ Relying on an aggressive and uncooperative approachto conflict management, resulting in a win-lose situation. The

forcing style can damage relationships, create animosity and

result in a single-solution response to a problem

Negotiating conflict:

Reaching a compromise solution that all parties can agree upon.The supervisor is moderately assertive and cooperative. The

result is a decision that causes everyone to compromise on some

thing while benefiting on others

Collaborating conflict:

Problem solving- Sharing of information openly and honestly,which usually results in the best solution to the conflict (alsoreferred to as problem solving style) While the previous styles

involve personal interests of the parties involved, this style is

focused on the best interests of the org, community and service

area.


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Six Steps of Conflict Resolution:

1. Classify/identify the problem2. Define/diagnose the problem3. List alternative options4.

Determine the right response/appropriate conflict managementstyle

5. Convert the decision into action6. Test the action against the desired outcome

Conflict Resolution Step 1:

Classify/identify the problem- Determine what type of conflict isinvolved, and identify participants


Define/Diagnose the problem- Determine the amount of time,skills, effort and resources required to resolve an issue. Determine

whether a conflict is a symptom of a deeper and more involved

problem


List alternative options- Determine whether an issue should beresolved, through collaboration, negotiation, force,

accommodation or avoidance.. If one style doesnt work pickanother


Determine the right response/appropriate conflict managementstyle- Select the appropriate style. Knowing the advantages of

each style & the situations that are appropriate to each will help in

making the decision. Try to align with common ground of goals of

the org


Convert the decision to an action- Implement the chosen conflictmanagement style. If a situation requires an immediate & forceful

response give direction to those involved and expect them to

follow it. All parties must adhere to regardless of means


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Test the action against the desired outcome- Implement thedecision & test the results against the agreed-upon outcome

Benefits of internal conflict/dispute resolution:

Most effective peer-mediation process Relationships are maintained External publicity is avoided Costly litigation is avoided Org and participants control the process Participant control the resolution

Discipline in the fire service is designed to fulfill the following purposes:

Educate and train Correct inappropriate behavior Provide positive motivation Ensure compliance with established rules, regs, standards &

procedures

There are many possible reasons why personnel may break the rules or

not comply with procedures. Some (but not all) of the reasons include

the following:

Resentment Boredom Ignorance Stress

Progressive discipline usually involves the following three levels:

Preventive action Corrective action Punitive action

Preventive action in Progressive Discipline:


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Hold an individual counseling interview to correct theinappropriate behavior as soon as it is discovered & prevent it

from becoming a pattern or progressing to a more serious offense

Preventive action in Progressive Discipline Process: Ensure the employee understands both the rule that was violated

& the org necessity for the rule during the interview

Explain exactly what is expected of the employee in the future &what may happen if the rule is violated again

Document the interview in a written record Most commonly used by company officer

Corrective action in Progressive Discipline:

Use when an employee repeats a violation for which preventivewas taken or commits a different violation or a serious first

violation. Corrective action differs from preventive action

primarily in that it is always done in writing,. Give the employee a

letter in person or send by certified mail w/ return receipt

Correct action Preventive action in Progressive Discipline Letter

includes the following information:

Description of what transmitted in the preventive interview if onewas held

Description of what the employee is or is not doing that violatesorg rules

Review of org policy regarding the possible consequences if thebehavior continues or a change in behavior fails to meet org

standards

Statement informing the employee that a copy of the letter will beplaced in their personal file

Punitive Action in Progressive Discipline:

Give the employee notice of possible sanctions. Use this actionwhen either continues to exhibit earlier corrective efforts or


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commits a very serious first offense. Put the employee on notice

that this behavior cannot and will not be tolerated

Punitive Action in Progressive Discipline- After meeting all mandated

procedural rules & employee protection requirements, consider therange of possible sanctions:

Formal written reprimand (similar to corrective letter except it isconsidered severe and formal discipline)

Fine Suspension Demotion Termination Prosecution

Chapter 15

Cultural values can be defined as:

Learned, long-lasting and emotionally charged moral conceptsthat assist people in making decisions, forming judgments and

preparing to act.

Three of the most effective means of providing fire and life safety

information, enhancing the orgs image through public education are:

Group presentations Media programs Direct Assistance

Group presentations:

Every efforts to deliver a fire and life-safety message to acommunity group is also a good-way to learn about people in that

group and develop a positive relationship with the group.

Generates a win-win situation

News & Media Programs


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Live and/or prerecorded fire/life safety messages delivered byfire and emergency services personnel through the various news

media should be used frequently to increase public awareness

while enhancing an orgs public image. Examples PSAs,

newsletters, inserts in utility bills, ads on busses, subways &stations, billboards

Direct Assistance:

Public relies on us as experts in fire & life safety for information,assistance and advice when confronted with safety issues.

Assistance may involve replacing a batter in a smoke detector,

recommending the size & type of extinguisher for an occupancy or

referring a citizen to the appropriate agency for aid. Providing

accurate information is critical

The planning process for creating programs provides for systematic

planning and action, a common model is composed of 5 steps:

1. Identify major and life safety problems.2. Select the most cost-effective objectives for the education

program

3. Design the program4. Implement the program5. Evaluate the program to determine impact

Identification in Five Step Planning Process for Life Safety Programs, in

very active and/or high population areas, the use of graphing or

mapping analytical software programs can help identify and visualize

problem areas. The identification step accomplishes two objectives:

First, it helps identify the most significant local fire and life-safetyproblems and concerns.

Second, it helps to identify emerging issues such as the misuse ofcandles

The following a re some of the questions asked during the identification

process and suggested action items:

What are the major fire and burn hazards?


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o Research records for causes of fire, identify most frequentcauses, identify any patterns

What are the high-risk locations?o Identify neighborhoods or building occupancy types,

identify why risks are above average, plan to concentrateresources to these locations

When are the high-risk times?o Identify certain times of day, week, or year with the highest

incidences of fire loss or burn injuries. For example, one

study focused fires in large trash cans and occurring right

after school; identify types of fires occurring at these times,

plan to concentrate fire-safety messages at these times

Who are high-risk audiences?o Identify groups w/ higher fire death/injury rates, why

certain victims have an above average fire/injury rate,

involve these groups in the fire education planning effort

What is the high-risk behavior?o Identify which behaviors, acts or omissions cause fires &

burn injuries, identify how behaviors can be changed, teach

people exactly what to do and what not to do

Hazard:

Refers to the source of the risk, examples ignition sources orbehaviors

Risk:

The likelihood of suffering harm from the hazard, thought of asthe potential for failure or loss. Expressed as the number of

related incidents, injuries, or deaths per capital

Selection- the most cost-effective objectives for the education program,

the objective of the selection step is to:

Choose the most effective or achievable objectives for the publicfire and life safety education program. Being aware of the scope &

limitations of available resources is important if planners are to

realistic about an education program can accomplish

Following are some of the questions and sample tasks considered in the

selection step of planning:


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Refer to high-risk audiences listed in the ID step, Identify thosewho influence these high-risk victims, select the audience on

which the public educator will have the greatest effect

What are the potential costs and benefits of various options?o

List alternative objectives, what will be needed, reviewexisting programs, determine cost, estimate loss-reduction

effects

What resources are available within the community?o Identify influential people, those who speak the native

language, signers for hearing impaired, make contact w/

key people, choose most effective approach within limits of

local resources

By the end of the selection step, program planners will be able to reach

a crucial decision:

Specific objectives of the education program, they should be clear,measurable and attainable

Design:

The design step is the bridge between planning a fire and lifesafety education program and actually implementing it in the

field. Objective is to develop the most effective means of

communicating the programs message to the identified audience

Implementation:

The implementation step is where the day-to-day job of public fireand life safety education happens. Most officers spend more time

implementing/delivery than they do developing.

Planning the implementation step includes answering the following

questions & identifies the associated task:

How will the target audience participate and cooperate inimplementing the program? Involve target group in implementing

program, tell target audience what to expect, reinforce messages

through endorsement

How will the public educators be trained and scheduled? How will materials be produced and distributed?


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The actual teaching of a class is what the implementation step is all

about. The presentation is the actual transfer of facts/ideas. The

presentation should apply the lesson pan in the following ways:

Explaining information

Using supplemental training aids Demonstrating methods and technique

Evaluation:

Evaluation is the bottom-line of public fire and life safetyeducation. It is the point for measuring the effect of education

programs and modifying them as needed. Techniques may vary

from obtaining immediate feedback or monitoring long-term

statistical trends. The former is valuable for its freshness &

immediacy.

To ensure that the education program actually works:

A public education will need to observe day-to-day programimplementation, be guided to the ultimate implementation

decision: monitoring and making ongoing adjustments and

refinements to the program as needed during implementation

A PIO has the responsibility of providing the public news media, withinformation about the org and its ops. To accomplish this duty

successfully, the PIO must know the following:

Mission statement of the org Generally accepted terminology to describe the types of ops Names of reporters/media staff Deadlines for media POCs for various ethnic communicates Basic marketing theory & image management

Chapter 22


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Managing Definition:

Is the act of influencing, controlling, monitoring or directing aproject, program, situation or org through the use of authority,

discipline or persuasion.

To be an effective manager, a company officer should be able to:

Understand the development of management theories Know the various management functions that a manager

pe