Wildland Fire Operations Safety The Goal Error Resistance

Accident Incident Violation Hazard Fatality Safety Effectiveness Efficiency Precision Survival Apathy Zone Shifting our focus High Performance Sounds like a great idea – so how do we do it? “Each new plateau of risk, when first attained, seems to be the last; but, as we grow accustomed to it, a new horizon beckons. What insulates us from fear as we approach the danger is simply habit, the familiarity of a point we have reached and all the points we’ve left behind. Until one steps too far, it’s often hard to tell the difference between recklessness and skill.” Major Chris Miller, USA With Thanks to: Tony Kern, USDA FS

Wildland Fire Operations Safety The Community

Wildland Fire Operations Safety The People Beyond the safety of people, all else is sand. “Trees regrow, houses can be rebuilt, but the loss of a life is forever.” (loc. sit.)

Wildland Fire Operations Safety The Focus High risk, high consequence, dynamic, and expanding working environment Culture, attitude, and motivation of today’s firefighters

Wildland Fire Operations Safety The Concept A high performing firefighter is, by definition, a safe firefighter.

Wildland Fire Operations Safety The Application Commonly held values and principles Standard operating procedures and training Bias for action Managing the unexpected Dedication to the art of leadership and leadership development

Values, Principles, Role Models Enable tough decision-making Must be modeled by leadership

Wildland Fire Leadership Values and Principles ValuesPrinciples Duty Be proficient in your job, both technically and as a leader. Make sound and timely decisions. Ensure that tasks are understood, supervised, and accomplished. Develop your subordinates for the future. Respect Know your subordinates and look out for their well-being. Keep your subordinates informed. Build the team. Employ your subordinates in accordance with their capabilities. Integrity Know yourself and seek improvement. Seek responsibility and accept responsibility for your actions. Set the example.

Standard Operating Procedures and Training Safety is the result of doing things right, doing things right is the result of arduous and realistic training, and quality training is the result of good leaders drilling their crews/teams on standard operating procedures.

Standard Operating Procedures and Training Insist on Absolutes Establish new, or affirm existing standards Demand consistent adherence. Never tolerate less than full compliance Walk your talk

State and Federal Regulations Law Law PoliciesPolicies Standard Operating Procedures With Thanks to: Tim Gabriel and FLEXJET

Standard Operating Procedures and Training Insist on Absolutes “When any of us either violates, or allows the violation of a standard, we have established another one that is lower than the first.”

Standard Operating Procedures and Training Insist on Absolutes “Any time people are committed to a task, their safety becomes our highest priority.” “Mission objectives and priorities are transient. The standards used to achieve them are not.”

Bias for Action Complex environment Uncertainty and ambiguity Decision making skills and bias for action

D efend R einforce A dvance W ithdraw D elay Levels of Engagement

Managing the Unexpected Situational awareness and risk management

Leadership Development Early development of leadership skills is paramount Training emphases must be reoriented

Established and Well-Known Values Experience and Practice Guided by Absolutes Bias for Action Dedication to the Art of Leadership and Leadership Development Wildland Fire Operations Safety A Comprehensive Program to Change a Culture

References Findings From the Wildland Firefighters Human Factors Workshop, MTDC, November, 1995 Wildland Fire Operations Safety A Comprehensive Program to Change a Culture