Unit 3

1. Given course content information and a scenario—identify common leadership pitfalls and develop strategies to avoid them.

Friction: “The Force That Makes The Easy So Difficult”

Friction is the force that resists all action and saps energy. It makes the simple difficult and the difficult seemingly impossible. Friction may be mental, as in indecision over a course of action. It may by physical, as in a terrain obstacle that must be overcome. Friction may be external imposed by terrain, weather, or mere chance. Friction may be self-induced, caused by such factors as lack of a clearly defined goal, lack of coordination, unclear or complicated plans, complex task organizations, or command relationships, or complicated technologies. Whatever form it takes, friction will always have a psychological as well as a physical impact.

Uncertainty

Uncertainty takes the form of unknowns about the fire, the environment and other resources, knowledge and capabilities. While we try to reduce these unknowns by gathering information, we must realize that we cannot eliminate them or even come close. The very nature of firefighting makes certainty impossible; all actions in firefighting are based on incomplete, inaccurate, or even contradictory information.

Firefighting is intrinsically unpredictable. At best, we can hope to determine possibilities and probabilities. This implies a certain standard of firefighter judgment. What is possible and what is not? What is probable and what is not? By judging probability, we make an estimate of the fire’s behavior and act accordingly. Because we can never eliminate uncertainty, we must learn to operate despite it. We can do this by developing simple, flexible plans; planning for likely contingencies; developing standard operating procedures; and fostering initiative among subordinates.

By its nature, uncertainty invariably involves the estimation and acceptance of risk and is involved in every mission. Risk is equally common to action or inaction. Risk may be related to gain; greater potential gain often requires greater risk.

Part of uncertainty is the ungovernable element of chance. Chance is a universal characteristic of firefighting and a continuous source of friction. Chance consists of turns of events that cannot be reasonably foreseen and over which we have no control.

Fluidity

Each episode in firefighting is the temporary result of a unique combination of circumstances presenting a unique set of problems and requiring an original solution. Nevertheless, no episode can be viewed in isolation. Rather, each episode merges with those that precede and follow it – shaped by the former and shaping the conditions of the latter – creating a continuous, fluctuating flow of activity replete with fleeting opportunities and unforeseen events. Minor incidents or actions can initiate error chains than can result in major or decisive effects. Since firefighting is a fluid phenomenon, its conduct requires flexibility of thought. Success depends on a large part on ability to adapt – to proactively shape changing events to our advantage as well as to react quickly to constantly changing conditions.

In an environment of friction, uncertainty, and fluidity, firefighting gravitates naturally toward disorder. We can never eliminate disorder. Plans will go awry, instructions and information will be unclear and misinterpreted, communications will fail, and mistakes and unforeseen events will occur. As the situation changes continuously, we are forced to improvise again and again, until finally our actions have little, if any, resemblance to the original scheme.

The occurrences of firefighting will not unfold like clockwork. We cannot hope to impose precise, positive control over events. The best we can hope for is to impose a general framework of order on disorder, to influence the general flow of action rather than to try to control each event.

Complexity

Firefighting is a complex phenomenon. It is not governed by the actions or decisions of a single individual in any one place but emerges from the collective behavior of all the individual parts in the system interacting locally in response to local conditions and incomplete information. This involves countless independent but interrelated decisions and actions being taken simultaneously throughout the organization.

The Human Dimension

Firefighting is shaped by human nature and is subject to the complexities, inconsistencies and peculiarities, which characterize human behavior. Firefighting is an extreme trial of mental and physical strength and stamina. The effects of danger, fear, exhaustion and privation on firefighters can be extremely stressful and individuals will react differently to these situations.

Firefighting is a dangerous endeavor. Since firefighting is a human phenomenon, fear (the human reaction to danger) has a significant impact on the conduct of firefighting. Everybody feels fear; fear contributes to the corrosion of human will. Leaders must foster the courage to overcome fear, both individually, and within the unit. Courage is not the absence of fear; rather, it is the strength to overcome fear.

Leaders must study fear, understand it, and be prepared to cope with it. Courage and fear are often situational rather than uniform, meaning that people experience them differently at different times and in different situations. Firefighting experience and realistic training increase confidence. Strong leadership which earns the respect and trust of subordinates can limit the effect of fear. Leaders should develop unit cohesion and the self-confidence of individuals within the unit.

Using the IRPG Briefing Checklist:

Read the scenario and develop the main points for a briefing of the given assignment.