1. United States Fire Administration Chief Officer Training Curriculum Operations Module 2: Incident Command Decision- Making

2. United States Fire Administration Ops 2-2 Objectives  Identify the difference between classical and naturalistic decision-making  Determine whether to use the classical or naturalistic method at a particular incident  Size up and identify at least three incident problems and the cues used to detect them

3. United States Fire Administration Ops 2-3 Objectives (continued)  Determine at least three incident objectives and three strategies to address the incident  Determine at least three tactics to carry out to complement each strategy

4. United States Fire Administration Ops 2-4 Overview Focus is to:  Consider process of thought to empower officers to make quick decisions  Establish foundation for future decision- making throughout incident

5. United States Fire Administration Ops 2-5 Overview (continued)  Explain and reinforce difference between classical and naturalistic decision-making  Present command sequence as outline for officers to follow when developing and implementing an action plan using the classical method

6. United States Fire Administration Ops 2-6 Incident Scene Decision-Making Two primary methods:  Classical  Naturalistic

7. United States Fire Administration Ops 2-7 Classical Method Decision-maker:  Gathers information  Analyzes information  Determines problems present  Determines and prioritizes solutions  Selects Tactics  Issues directives to implement tactics

8. United States Fire Administration Ops 2-8 Classical Method (continued) Classical method used during:  Training for incident type not previously learned  Evaluation of other decision-makers to –Determine obvious and subtle differences –Provide optional conclusions –Provide cues for actions not to direct

9. United States Fire Administration Ops 2-9 Classical Method (continued) At incident scene, decision-maker:  Must not direct tactical actions until formulates basic plan  Must base plan on critical cues  Must apply best specific solutions (tactics)

10. United States Fire Administration Ops 2-10 Naturalistic Method Decision-maker:  Looks for critical cues  Relates those cues to previous similar situations  Recalls previous conclusions, results, and actions  Issues directives

11. United States Fire Administration Ops 2-11 Naturalistic Method (continued) Almost instant recall:  Interrelationships of specific information with conclusions, results, and actions  Direct link from senses to action

12. United States Fire Administration Ops 2-12 Naturalistic Method (continued) The brain always attempts the naturalistic method first.

13. United States Fire Administration Ops 2-13 Classical Versus Naturalistic Use classical method when:  No experience or too little training  Incident cues are very unfamiliar  Lost, overwhelmed, or in a panic

15. United States Fire Administration Ops 2-15 Command Sequence Incident priorities:  Life safety  Incident stabilization  Property conservation These priorities are often accomplished simultaneously.

16. United States Fire Administration Ops 2-16 Command Sequence (continued) Step 1: Size-up Identify the problem Size-up ProblemID

17. United States Fire Administration Ops 2-17 Command Sequence (continued) Step 2: Determine strategy and select tactics Size-up Strategy/Tactics ProblemID

18. United States Fire Administration Ops 2-18 Command Sequence (continued) Action plan: Who takes action when and where ActionPlan Size-up Strategy/Tactics ProblemID

19. United States Fire Administration Ops 2-19 Command Sequence (continued) Step 3: Implement the action plan Directives to resources—who, when, where Directives to resources—who, when, where ActionPlan Strategy/Tactics Implementation ProblemID Size-up

20. United States Fire Administration Ops 2-20 Command Sequence (continued) Performing tactical operations: Companies and crews perform tasks ActionPlan Strategy/Tactics Implementation Tasks ProblemID Size-up

21. United States Fire Administration Ops 2-21 Action Planning What are the benefits of action planning?

22. United States Fire Administration Ops 2-22 Size-Up Thinking stage:  Phase One: pre-incident information  Phase Two: dispatch through on-scene size-up  Phase Three: ongoing size-up

23. United States Fire Administration Ops 2-23 Pre-Incident Information Definition: critical cues known or gathered before incident that may affect decisions or actions  More than you see through the windshield  Wealth of information available

24. United States Fire Administration Ops 2-24 Target Hazards Is target hazard preplanning effective?

25. United States Fire Administration Ops 2-25 Dispatch Through On-Scene Size- Up IC identifies problems:  Calmly assesses incident conditions  If IC doesn’t identify problems, may apply wrong solutions  Identifies potential hazards to firefighters

26. United States Fire Administration Ops 2-26 Dispatch Through On-Scene Size- Up (continued) When relieving the initial IC, the command officer must:  View “big picture”  Re-evaluate resource needs  Evaluate strategy-tactics  Evaluate changes in incident conditions

27. United States Fire Administration Ops 2-27 Dispatch Through On-Scene Size- Up (continued) Sizeup Factors W ater A pparatus/personnel L ife L ocation/Extent A rea C onstruction E xposure W eather A uxiliary Appliances S pecial Hazards H eight O ccupancy T ime

28. United States Fire Administration Ops 2-28 Dispatch Through On-Scene Size- Up (continued) Information sources:  Dispatchers—provide valuable incident information  Your knowledge base—what you know about area structures, water supply, etc.  Information from people on scene—fire and police personnel and civilians

29. United States Fire Administration Ops 2-29 Ongoing Size-Up  Continuously evaluate incidents  May identify new problems  Ask, “Is what we are doing solving the problem at the scene?”  Re-evaluate critical cues and modify plan where needed  Look for things that can go wrong

30. United States Fire Administration Ops 2-30 Activity 2.1 Using Size-up to Identify Problems

32. United States Fire Administration Ops 2-32 Determining Strategy Strategy:  Defines the “what” of the solution  Is basis of action planning  Evolves from identified problems  Gives direction  May have multiple components

33. United States Fire Administration Ops 2-33 Lloyd Layman’s Seven Strategies R escue E xposures C onfinement E xtinguishment O verhaul V entilation S alvage

34. United States Fire Administration Ops 2-34 Determining Strategy (continued) A strategy indicates that you have:  Gathered and assessed critical cues  Identified problems  Evaluated resource requirements  Begun planning

35. United States Fire Administration Ops 2-35 Activity 2.2 Determining Strategy

37. United States Fire Administration Ops 2-37 Selecting Tactics Tactics are:  Operations that will accomplish the strategy  The “how, who, where, and when” of the solutions to problems  Prioritized in order by IC  Measurable

38. United States Fire Administration Ops 2-38 Selecting Tactics (continued) Centralized control/decentralized execution:  IC responsible for decision and results  Line officers supervise tasks  Firefighters deploy resources

39. United States Fire Administration Ops 2-39 Selecting Tactics (continued) Risk/benefit analysis:  Accept no unnecessary risks  Accept risk only when benefits outweigh costs

40. United States Fire Administration Ops 2-40 Incident Action Planning  Addresses all phases of incident control within specific time  Ensures successful outcomes in that time  Must be completed in time that allows least amount of negative action to occur

41. United States Fire Administration Ops 2-41 Incident Action Planning (continued)  Objectives  Strategy  Tactics  Support actions –Water supply –Utility control –SCBA cylinders

42. United States Fire Administration Ops 2-42 Incident Action Planning (continued) Implementation of plan:  Plan not always complete when give orders  Directives define objectives to complete to achieve goals  IC needs sufficient resource information to achieve results

43. United States Fire Administration Ops 2-43 Incident Action Planning (continued) Effectiveness:  Continuous size-up process  Gather and analyze information  Modify and update plan based on progress reports of current conditions

44. United States Fire Administration Ops 2-44 Activity 2.3 Action Planning

46. United States Fire Administration Ops 2-46 Unified Command More than one possible authority on scene:  Goals and strategies may differ  Objectives, strategies, and tactics may conflict

47. United States Fire Administration Ops 2-47 Unified Command (continued) Crisis Management (former terrorism response term)  Predominantly a law enforcement function and included measures to identify, acquire, and plan the use of resources needed to anticipate, prevent, and/or resolve a threat or act of terrorism.  The requirements of consequence and crisis management are combined in the new National Response Plan (NRP).

48. United States Fire Administration Ops 2-48 Unified Command (continued) Consequence Management (former terrorism response term)   Predominantly an emergency management function and included measures to protect public health and safety, restore essential government services, and provide emergency relief to governments, businesses, and individuals affected by the consequences of terrorism.

49. United States Fire Administration Ops 2-49 Unified Command (continued) All agencies contribute to:  Determining overall response objectives and strategies  Ensuring joint planning  Ensuring integrated operations  Maximizing use of resources  Keeping track of financial costs

50. United States Fire Administration Ops 2-50 Activity 2.4 Classical Versus Naturalistic Decision-Making

53. United States Fire Administration Ops 2-53 Module Summary  Commanders must understand when to use classical or naturalistic decision- making method  Command sequence has three steps and three outcomes  Challenge is to gather, process, prioritize, and make decisions based on rapidly changing cues