We all understand the fireground can be a very dynamic working environment. If you've been around long enough to know, new fire service veterans will often say "that no two fires are the same" or there is no such thing as the "routine fire" today. This can be especially true if you are charged to work for a fire department that has an "all hazards" mission statement.
All hazards mitigation in fire suppression, technical rescue, hazardous material response, terrorism and/or pre-hospital EMS can make the job challenging. The fire service of today has become a very dynamic place for firefighters to operate and survive in. The citizens for which we are charged to protect often hope we have all the answers for their declared emergency. That being said I find it hard to believe with today's demand for a battle ready firefighter, that we still see candidates being hired for a position that are primarily book smart. The problem with the one dimensional, book smart firefighter is he or she will eventually become eligible to test for a promotional examination. I bet you can see where this article is heading, these testing candidates are usually top of the leaderboard when the exam results are posted. Eventually our next generation of firefighters and officers are now working under a command officer who is more concerned with following procedures (the rules) than they are with getting the job done correctly.
Columbia University Professor; Robert K.Merton, introduced back in 1968 the term called "Bureaucratic Personality". When reading Merton's work, he wrote that these workers are usually capable of handling routine situations effectively but are frequently incapable of handling a unique problem or an emergency. Thorstein Veblen used the term "trained incapacity" to characterize situations in which workers have become so highly specialized, or have been given such fragmented to do that they are unable to come up with creative answers to the problems encountered. We have already established that the fire service is a very dynamic place to work, so much so that we often encounter unique or specialized emergencies in a magnitude of different disciplines. A common problem faced with the bureaucratic supervisor is the resistance to seek advice or suggestions from fellow firefighters / fire officers. Without tapping into the knowledge base of the more educated or experienced peer in a specific arena, the operation will often fall back on what is safe for the bureaucratic supervisor's career. Resistance to change often leads to what many outsiders see as fireground incompetence. It is a vicious cycle with this type of behavior and can lead into bureaucratic enlargement. This occurs when officials or administrators of an organization decide to push for larger budgets and justify their growth with taking on more tasks, functions or disciplines for the workforce.
Taking into consideration the strong push in the past for an increase in fire prevention, compounded by the focus on training personnel on "additional disciplines" we now provide as an all hazards fire department... the simple task of putting out a fire can become the high risk / low frequency event for some. When a department is faced with a challenging emergency and comes up short, don't be too quick to point the blame. Fire Department Organizational Behavior has a far bigger role in finding the root cause rather than targeting the end user. The environment for which firefighters and officers are subjected to work in can breed many internal and external problems. Once these traits have been instilled within an organization, it can drive a strong resistance towards change. This resistance can be based from Maslow's consideration for security. But eventually the bureaucratic leader will reach a performance level that is beyond his or her knowledge base, fireground experience, or capabilities.
Hence the common referral as "Book Smart and Fireground Stupid."
Remember Brothers and Sisters.... The well rounded firefighter, who is book smart and street educated is the ultimate goal. "Prepare as though your life depends on it" because when the tones drop and it is time to gear up and go to work, your investment in the preparation for battle is all you have to bring you and your brothers home.
Billy Greenwood; Tap the Box on Fire Engineering Radio
I retired from The Baltimore City Fire Department two years ago after almost thirty-nine years of service, with over three quarters of my career as an officer. During the last few years of my career, the department started preferring that candidates have a Masters Degree for promotion above the rank of Battalion Chief. Now I am all for higher education, but I noticed something strange happening to some of the officers who earned their Masters Degrees......... Now I am talking about officers that were good well-rounded Firefighters, most of whom are highly regarded and respected but once promoted to these higher positions, something seemed to be missing!!!! "What is that????" You Say. The answer COMMON SCENSE!!! It is almost as if they are being brainwashed or have checked their Common Sense at the door when they entered post-graduate school. I remember talking to a Chief that I have the utmost respect not long after; he his promotion to Deputy Chief. He was telling me that he was frustrated because most of the other Deputy Chiefs were more concerned about what Tee Shirts the members were wearing after 21:00 hours than they were about some Companies not applying proper tactics on the fireground. The Tee Shirts that most of our members purchased over the years had Baltimore City Fire Department silkscreened on the back to show our pride in our department. So now, some of the Deputies decided that if you want to wear Tee Shirts at night you had to buy the new shirts that they designed that had, Baltimore Fire silkscreened on the back pushing morale further down the toilet. We worked for the "Baltimore City Fire Department" NOT, Baltimore Fire!!! The same Chiefs that were pushing these asinine rules down our throats used to complain about the lack of Common Sense used in the operation of department.
Barry P. Broyles
Captain Engine 35, Retired
Baltimore City Fire Department
These fire service "managers" will always go for the low-hanging fruit, because it is the safe thing to do. They will operate according to the latest book of the month that they have read and temper it with inflexible guidelines that, in their mind, was written by someone smarter than they are. They won't allow questions and they will provide even fewer solutions. They will seek the coveted book deal and speaking circuit without ever realizing that they failed to secure a basic tenet of the brotherhood...the respect of their men.
Currently, I am doing a project on leadership. I am using the stories of those leaders in their respective fire department (career or volunteer) that has never presented on the subject or written a book. I am looking for the "underground" leaders of the fire service.