1. OHT DP.1 OBJECTIVES The participants will: Identify the value of positive discipline.Identify the value of positive discipline. Describe how to use discipline to correct improper employee behavior.Describe how to use discipline to correct improper employee behavior. Describe how to apply discipline consistently, fairly, and impartially.Describe how to apply discipline consistently, fairly, and impartially. Identify the value of progressive discipline.Identify the value of progressive discipline.

2. OHT DP.2 OVERVIEW IntroductionIntroduction Positive and Negative DisciplinePositive and Negative Discipline Rules and RegulationsRules and Regulations The Importance of DisciplineThe Importance of Discipline Common Violations and ActionsCommon Violations and Actions Progressive DisciplineProgressive Discipline The Disciplinary InterviewThe Disciplinary Interview Employee ValuesEmployee Values Final TipsFinal Tips

3. OHT DP.3 THE PERFECT DEPARTMENT Perfect set of rulesPerfect set of rules Management supportManagement support All employees know appeal proceduresAll employees know appeal procedures CO's enforce rulesCO's enforce rules No transfer of problem personnelNo transfer of problem personnel All CO's trainedAll CO's trained

4. OHT DP.4 DIFFICULTIES Inappropriate or obsolete rulesInappropriate or obsolete rules No management supportNo management support Decisions reversedDecisions reversed Officers don't enforce rulesOfficers don't enforce rules Problem personnel transferredProblem personnel transferred Little or no trainingLittle or no training

5. OHT DP.5 Discipline is behavior and order maintained by training and control.

6. OHT DP.6 NEGATIVE DISCIPLINE INVOLVES: Punishment, often harshPunishment, often harsh Win-lose climatesWin-lose climates Interpersonal resentmentInterpersonal resentment

7. OHT DP.7 POSITIVE APPROACH TO DISCIPLINE Encourages self-disciplineEncourages self-discipline Is necessary educational processIs necessary educational process Corrects undesirable and unacceptable behaviorCorrects undesirable and unacceptable behavior Is aimed at guiding, strengthening, and improvingIs aimed at guiding, strengthening, and improving Calls for mildest penalty that will bring changesCalls for mildest penalty that will bring changes

8. OHT DP.8 HOT STOVE THEORY Gives warningGives warning Reacts immediatelyReacts immediately Is consistentIs consistent Is impersonalIs impersonal Doesn't apologize or gloatDoesn't apologize or gloat Doesn't get emotionalDoesn't get emotional

9. OHT DP.9 RULES ARE KEY TO EFFECTIVE DISCIPLINE IF THEY ARE: Understood and communicatedUnderstood and communicated Applied equallyApplied equally EnforcedEnforced WrittenWritten NeededNeeded

10. OHT DP.10 RULES SHOULD BE REVIEWED PERIODICALLY AND MODIFIED, DROPPED, OR EXPANDED

11. OHT DP.11 IMPORTANCE OF DISCIPLINE To the department: Enhances efficiency and effectivenessEnhances efficiency and effectiveness Reinforces valuesReinforces values Reinforces hierarchical relationshipsReinforces hierarchical relationships Fosters orderFosters order Clarifies expectationsClarifies expectations Resolves problemsResolves problems Reduces liabilityReduces liability

12. OHT DP.12 IMPORTANCE OF DISCIPLINE To the CO: Provides tools to deal with improper behaviorProvides tools to deal with improper behavior Increases company efficiencyIncreases company efficiency Provides for fair treatmentProvides for fair treatment Contributes to powerContributes to power Earns respectEarns respect Improves performanceImproves performance Increases self-disciplineIncreases self-discipline

13. OHT DP.13 IMPORTANCE OF DISCIPLINE To the firefighter: Provides securityProvides security Sets boundariesSets boundaries Makes goals clearMakes goals clear Rewards good behaviorRewards good behavior Corrects problemsCorrects problems

14. OHT DP.14 A MAJOR FEATURE OF A BUREAUCRACY IS THAT IT ENSURES FAIR TREATMENT FOR ALL EMPLOYEES BY MANAGEMENT. Max Weber

15. OHT DP.15 COMMON DISCIPLINARY ACTIONS Informal discussionInformal discussion Verbal warningVerbal warning Written reprimandWritten reprimand FineFine SuspensionSuspension TerminationTermination

16. OHT DP.16 PROGRESSIVE DISCIPLINE A positive corrective plan, rather than a negative approach

17. OHT DP.17 PROGRESSIVE DISCIPLINE The proposed punishment should: Be reasonableBe reasonable Fit the offenseFit the offense Become increasingly severe for repeated infractions of the same ruleBecome increasingly severe for repeated infractions of the same rule

18. OHT DP.18 PROGRESSIVE DISCIPLINE IS A PROCESS THAT HAS THE GREATEST POTENTIAL TO CORRECT IMPROPER EMPLOYEE BEHAVIOR WITH MINIMAL PUNISHMENT.

19. OHT DP.19 VALUE OF PROGRESSIVE DISCIPLINE Minimum punishment necessaryMinimum punishment necessary FairFair Required to implement more severe punishmentRequired to implement more severe punishment Vital if action appealedVital if action appealed Gives employee a chanceGives employee a chance

20. OHT DP.20 PROGRESSIVE DISCIPLINE VERSUS ZAPPING

21. OHT DP.21 TWO QUESTIONS: Does the proposed discipline fit the violation?Does the proposed discipline fit the violation? Is the proposed discipline likely to correct behavior?Is the proposed discipline likely to correct behavior?

22. OHT DP.22 TYPICAL ACTIONS CHART OFFENSEFIRSTSECONDTHIRDTardinessVerbal Warning WarningReprimandSuspension (Progressive) InsubordinationSuspensionTermination Missed Alarm Warning/ Suspension SsupensionTermination Sloppy Work Warning R eprimand/ Suspension Suspension/ Termination Improper Conduct Warning/ Suspension Reprimand/ Suspension Termination Violation of Safety Regs WarningReprimand/ Suspension Suspension/ Termination StealingSuspension/ Termination Termination FightingSuspension/ Termination Termination

23. OHT DP.23 CONSIDERATIONS WHEN APPLYING PROGRESSIVE DISCIPLINE Prior violationsPrior violations Extenuating circumstancesExtenuating circumstances Seriousness of offenseSeriousness of offense

24. OHT DP.24 STEPS IN CONDUCTING A DISCIPLINARY INTERVIEW PreparePrepare State case clearlyState case clearly Let employee respondLet employee respond Indicate seriousness of problemIndicate seriousness of problem State expectationsState expectations

25. OHT DP.25 STEPS IN CONDUCTING A DISCIPLINARY INTERVIEW (cont'd) Get commitmentGet commitment End on positive noteEnd on positive note Document actionsDocument actions Inform employee of appeal proceduresInform employee of appeal procedures

26. OHT DP.26 Wrong: "Firefighter Smith was verbally warned about improper behavior on this date." Right: "Firefighter Smith was verbally warned about his failure to check batteries and fuel level in Engine #3 on this date."

27. OHT DP.27 Wrong: "Firefighter Smith admonished for tardiness." Right: "Firefighter Smith admonished for failure to appear at roll call until 0735 hours this date. Firefighter Smith was 5 minutes late."

28. OHT DP.28 A CHECKLIST FOR A SUCCESSFUL DISCIPLINARY INTERVIEW Select proper settingSelect proper setting ListenListen Don't interruptDon't interrupt Don't lose your temperDon't lose your temper Don't argueDon't argue Stick to the factsStick to the facts Focus on behavior, not personFocus on behavior, not person

29. OHT DP.29 COMMON ERRORS Not clear about violationsNot clear about violations Improper or no documentationImproper or no documentation

30. OHT DP.30 BIZARRE BEHAVIOR Behaviors which are unusual in nature and for which there may not be written rules or procedures that cover the behavior

31. OHT DP.31 BIZARRE BEHAVIOR The CO needs to guard against overreacting to the strangeness of the incident and focus on the seriousness of the behavior

32. OHT DP.32 BIZARRE BEHAVIOR CHECKLIST Property damage?Property damage? Work interrupted?Work interrupted? Unsafe situation created?Unsafe situation created? Did employee know better?Did employee know better? Is behavior correctable?Is behavior correctable? Was law violated?Was law violated? Was department image damaged?Was department image damaged? Was morale damaged?Was morale damaged?

33. OHT DP.33 DEALING WITH BIZARRE BEHAVIOR Avoid inappropriate reactionsAvoid inappropriate reactions Follow normal proceduresFollow normal procedures Advise employee of appeal proceduresAdvise employee of appeal procedures

34. OHT DP.34 Determine policyDetermine policy Transmit policyTransmit policy Enforce new policyEnforce new policy Continue disciplinary actionsContinue disciplinary actions If there is no specific rule in place, management should:

35. OHT DP.35 BIZARRE BEHAVIOR Avoid inappropriate reactionsAvoid inappropriate reactions Seek adviceSeek advice

36. OHT DP.36 EMPLOYEE VALUES The proper attitudeThe proper attitude Willingness to workWillingness to work Commitment to department goalsCommitment to department goals Wouldn't it be wonderful if all employees had:

37. OHT DP.37 THREE TYPES OF SUBORDINATES Employees with the same goals and values as the departmentEmployees with the same goals and values as the department Employees who will adapt to department goals and valuesEmployees who will adapt to department goals and values Employees who will not adapt to department goals and valuesEmployees who will not adapt to department goals and values

38. OHT DP.38 MOST MARGINAL EMPLOYEES CAN BE COACHED AND MOTIVATED INTO BECOMING PRODUCTIVE EMPLOYEES

39. OHT DP.39 FINAL TIPS Treat every case as if it will be appealedTreat every case as if it will be appealed Don't keep referring to mistakesDon't keep referring to mistakes Apply discipline consistentlyApply discipline consistently Deal with behavior, not personalityDeal with behavior, not personality Never discipline when angryNever discipline when angry Reinforce good behaviorReinforce good behavior

40. OHT DP.40 FINAL TIPS (cont'd) Set good exampleSet good example Don't "save up" disciplineDon't "save up" discipline Don't threatenDon't threaten Get help for suspected substance abuseGet help for suspected substance abuse When in doubt, ask the chiefWhen in doubt, ask the chief Don't play gamesDon't play games

41. OHT DP.41 FINAL TIPS (cont'd) Don't transfer problemsDon't transfer problems Be familiar with union contractBe familiar with union contract Know rulesKnow rules Praise in public--criticize in privatePraise in public--criticize in private Admit mistakesAdmit mistakes