CHAPTER 3. ORGANIZATIONAL CULTURE

1 CHAPTER 3 ORGANIZATIONAL CultureCHAPTER 3. ORGANIZATIONAL CULTUREThis CHAPTER discusses implementation of the goals and principles dealing withorganizational CULTURE . These are the goals discussed in CHAPTER 4 of the Phase II report. 1 Subsequent chapters deal with "leadership" and "human factors" goals. Many goals couldbe listed under more than one StrengthsThe vast majority of firefighters interviewed or surveyed as part of this studyfelt that the current overall Federal interagency approach to fighting wildland fires wasgood or excellent. They think the system needs many improvements but it is generally sound,and the agencies should preserve its many strengths. More than 80 percent of the firefighterssurveyed believe that the system's strengths include.

2 Concern of supervisors for the safety of their crewsRecognition of the need for improvement in fire safetyGood personal protective equipmentThe concern for safety now being accepted as part of the CULTURE by firefightersFirefighters' generally positive attitude (committed, energetic, can-do, love the job). Air operations. Specialized training and the use of Type I crews. Forecasting of weather conditions. The Incident Command System. Interagency cooperation in firefighting. Use of the "LCES" approach (Lookouts, Communications, Escape Routes, SafetyZones). Integrating people from allover the nation into a successful firefighting force. Firefighters' adaptability and cross-training. Fire For readers of the Phase II report, note that the goals in this report have been renumbered and in somecases reordered from the Phase II report, but all goals have been 1 CHAPTER 3 ORGANIZATIONAL learned from the South Canyon fire have led to more people questioningstrategy and tacticsGood transportation and led to the first goal:Implementation Strategy 1- "Physician Do No Harm.

3 " Evaluate proposed strategiesand changes to avoid unintentional negative side they move forward to implement the goals and strategies outlined in this report,the agencies would be well advised to reinforce the strengths outlined above, build on thesound foundation existing, and make sure that proposed changes do not inadvertentlydamage something that is working Strategy 2 - Disseminate information on what is perceived to workwellIn addition to taking care not to damage any good parts of the system, werecommend dissemination of the findings on strengths identified in Phase I so throughout the system understand that it currently works well, and just needsimprovement rather than a total Strategy 3 - Fix the existing system current system should be used as a foundation upon which to build.

4 Somesafety problems are caused by not using the existing system well. The first approachshould be to make sure the system is working as intended before trying new Attitudes Toward SafetyPhase I of this study found that present attitudes toward safety were generally quitegood. Most interviewees and survey respondents believe their supervisors and colleaguesgenuinely care about safety. However, a significant minority said they receive mixedmessages about safety: they are being told safety comes first, but are then urged to achieveunreasonable fire management objectives. Also, some employees feel3- 2 Goal 1. The existing strengths of the Federal wildland firefighting system should bepreserved and built 3 ORGANIZATIONAL Cultureuncomfortable about raising safety issues.

5 One-fifth of the responding employees felt thattheir supervisors do not listen when they voice safety concerns. Many people alsoexpressed concern about the potential for reprisal if they speak out about safety , evidence suggests that firefighters do not generally regard speaking outabout safety issues as a personal, individual obligation. This led to Goal 2 below. (Notealso the section on individual responsibility for safety, Goal 8.)Implementation Strategy 1 - Disseminate directives - and otherwise spread the word -that each person is expected to report safety problems and to contribute potentialsolutions."Firefighters should be held responsible for their own safety with respect to thingsthey can detect and have control Part of this professional responsibility is to reportsafety problems as well as contributing ideas for solving them.

6 Another part ofprofessional responsibility is related to following safe practices and preparing foremergencies, and is discussed later under Goal professional responsibility to report safety problems starts with informingone's immediate supervisor of any problem. This includes administrators and managers aswell as firefighters. If the problem is not solved at the first level (either the supervisordenies the problem, does not act on it, or cannot act on it), then it can be taken to thesecond level supervisor in the chain of command. If not solved there, it can be taken to theSafety Officer (or person given safety responsibility) for" the incident. The appeal cancontinue to the Agency Administrator and ultimately the Area, State, and Regional process already exists, but it is not well known, especially among seasonalfirefighters.

7 There is also reluctance to use it from fear of retribution, skepticism aboutgetting results, the reluctance of people in junior positions to speak with higher levels, fearof losing prestige among peers, and reluctance to bypass one's The FF AST Team co-chair, Paul Broyles, proposed this very concept at the NWCG meeting in Boise onMarch 13, 3 Goal 2 A Code of Conduct should be established in which employees should have boththe right and obligation to report safety problems, and to contribute ideas on their safety totheir supervisors. The supervisors are expected to give the concerns and ideas seriousconsiderationChapter 3 OrganhanonalCuliureTo better advertise the process:. Add a statement of the right and the responsibility to the (red) Add it to the initial response pocket guide (developed by the Southwestgeographic area).

8 Add it to the card, with the ten fire orders on the reverse, that is given to allfirefighters. (Perhaps call this the "Marana Card," in gentle, humorous analogyto the well-known "Miranda Card" carried by police to read arrestees theirrights. )3. Add the procedure to the posters that must be posted in incident Emphasize in training courses, and by word-of-mouth, and by example that it isthe responsibility of a professional to identify and do something about Encourage the dialogue between raising safety problems and their supervisorsto take place. as a "respectful interaction. 4 Implementation Strategy 2 - Train new firefighters to speak up about agencies must train new firefighters to express safety concerns to theircolleagues and supervisors routinely and assertively.

9 This can be done by role playing, bygiving examples of what and when things can be brought up, and other means. Gettingthe right mind-set from the start of their career will prevent attitude problems later describe the process in the basic (S-130) firefighter course. It is apparentlymentioned now, but not directly Strategy 3 - Train supervisors to supervisors must be taught to accept the raising of safety issues as afirefighter's professional right and obligation. Additionally, the agencies must train theirfireline supervisors to listen and foster openness by allowing crew members to presentalternative views without criticism for raising Much leadership training is conducted at the training center at Marana, More on "respectful interaction" later.

10 It originally was used to describe the dialogue between an aircraftcrew under the "crew resource management system," and has been promoted for adoption throughoutwildland firefighting by Karl Weick, a noted researcher on wildland firefighter safety 4 CHAPTER 3 ORGANIZATIONAL CultureTo help make the point:. Discipline supervisors who refuse to listen to a safety suggestion or problem thatleads to an injury because it was not resolved in time. Publicize that anecdoteamong firefighters and supervisors using formal and informal networks..Publicize positive examples of supervisors who were not aware of a problem untilit was pointed out by a firefighter. Publicize examples where procedures werechanged in a geographic area, or even nationally, as a result of a suggestioncoming up through the Strategy 4 - Include the raising and handling of safety comments inperformance ratings and accountability "the system" and individuals must actively hold people accountable for safetypractices.