WHEN WE LAST LEFT FIREFIGHTER DOE, it was a Saturday at the 7 am fire station line-up. He was asking permission to run his car up to the tire shop (HERE). Gordon Graham, a noted public safety risk manager, points out that fire officers misuse time when making decisions.
Graham has taken his talent as a police officer/lawyer with a master’s degree in Safety and Systems from improving a large California law enforcement agency to improving operations at local, regional, and federal public safety organizations. He is a co-sponsor of FirefighterCloseCalls.com.
If you have heard about “Low Frequency/High Risk” events, you have encountered a Graham teaching point. This link takes you to a 2002 presentation on Non-Punitive Close Call Reporting: Learning from the Mistakes of Others Prior to Disaster (HERE).
DISCRETIONARY TIME
A key element in Graham’s risk management is discretionary time. He points out that some High Risk/Low Frequency events have No Discretionary Time. Company officers need to be hardwired to make the correct decision immediately. Using an overhead projector and acetate sheet, Graham represents this with HR/LF NDT.
The challenge is that we are not hardwired to make the right call on High Risk/Low Frequency No Discretionary Time events. That takes pre-planning, training and regular repetition … to be covered in a later urban commander blog.
Unfortunately we act like every issue requires an immediate decision. Failing to use discretionary time to make a decision often results in additional human resource, customer service or fire station leadership problems. The Doe/tire issue has loads of discretionary time available before the shops close Saturday afternoon.
Graham advocates that you reach out and consult others when you confront a new issue that has discretionary time. Contact a peer who may have more experience with the issue, check with your supervisor.
GOLD-BADGE-ITIS
A common affliction of new and inexperienced company officers. Allergic reaction to placement of a gold badge on the uniform or changing the color/frontspiece of the helmet. Elevated feelings of worth, power and self-importance. Itching to show “how it is done” by making immediate and righteous decisions instead of the hemming-and-hawing that older officers demonstrate.
This sticker shares an expression in a community where company officers wear red helmets:

We have HOURS to resolve the issue of repairing a damaged tire on a Saturday. The suggestions posted with the original blog entry are similar to suggestions made when this case was presented to fire officer candidates.
You do not have to solve the problem by 7:05 am. Caulfield suggests that you turn the problem back to the firefighter.
WHY?
Caulfield promotes the idea of asking “why?”
The (leadership) game really turns in the Lieutenant’s favor if he has mastered the art of saying “no.” The skilled leader reserves – and exercises – the right to say no without feeling guilty or offering an elaborate explanation. Simply asking “why” creates a noticeable difference in atmosphere and is a positive step toward such a turn.
Doe’s scenario is pretty clear, if he does not get the tire fixed Saturday, he will have to wait until Monday. This will delay his family vacation by a day-and-a-half. This does not rise to the level of a family life-threatening emergency, but it is pretty big for Doe.
The company officer role in this crisis is to:
- Not take on Doe’s problem as one’s own
- Establish the boundaries for an acceptable resolution
- Share the problem resolution with the battalion chief
SETTING THE BOUNDARIES FOR DOE
Assume that you require that the position on the aerial must be maintained at the fire station. No responding to the tire shop to pick up Doe. While Doe works on another solution, you check with the battalion chief.
The introduction to this issue included a description of a complicated and restrictive work substitution procedure. The chief tells you that she can authorize a work substitution for up to six hours without needing three signatures on a FRD 375.
Other solutions include getting an off-going firefighter to run the tire to the shop, seeing if a tire vendor can come to the station, getting a relative to handle the problem, have the truck company drop the tire off at the shop, etc..
Asking why and saying no to Doe’s request to get off the rig and run the his car up to the shop may result in a confrontation, which will be covered later. What do you do when Doe screams obscenities at you in the firehouse kitchen, in front of the rest of the crew?
Mike “FossilMedic” Ward
URBAN COMMANDER is an irregular feature aimed at career staff working in metro-sized fire departments. It will cover topics that were too esoteric, short-term or “sharp” for the Fire Officer: Principles and Practice textbook. Click “Urban Commander” under Categories to get all of the articles.
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