Losing Morale and Purpose: The Impact of Normalization of Deviance in the Fire Service

Austin firefighters fire in 4300 block of Triboro Trail
(Photo: Austin (TX) Fire Department PIO)

The fire service is built on a foundation of camaraderie, courage, and a shared mission to protect and serve. Yet, like any profession, it is vulnerable to the pressures of everyday operations, human weaknesses, and organizational challenges. One of the most insidious threats facing the fire service today is the systemic normalization of deviance—the gradual erosion of standards, ethics, and practices that, when unchecked, can have a profound effect on both operational effectiveness and the morale of firefighters.

The normalization of deviance doesn’t happen overnight. It is a slow, creeping process that lowers the bar for safety, accountability, and professionalism, while simultaneously chipping away at the sense of purpose and pride that is essential to firefighter morale. In this article, we will explore how the normalization of deviance manifests within the fire service through examples of company officers afraid to challenge superiors, equipment not being fixed or replaced due to budget constraints, mission deletion due to laziness and “statistics”, and a fear-based culture where members are afraid to speak up. More importantly, we will focus on how this breakdown in morale can be addressed from the bottom up through unity, collective action, and a renewed sense of purpose.

The Normalization of Deviance: What It Is and How It Affects Morale

The term “normalization of deviance” was first coined by sociologist Diane Vaughan in her study of the 1986 Challenger Space Shuttle disaster. Vaughan used the concept to describe how NASA’s repeated tolerance of small technical anomalies gradually became an accepted norm, ultimately contributing to the shuttle’s catastrophic failure. Normalization of deviance occurs when substandard practices become accepted as the norm, usually because they go unchallenged or are rationalized as necessary compromises. In the fire service, this can manifest in many ways—through unsafe or nonexistent operational standards and practices, neglected or poor maintenance, insufficient and inadequate training, or failures in leadership. Over time, firefighters may come to accept these deviations as “just the way things are,” even though they undermine the core values of the profession.

The consequences of this acceptance are far reaching. As standards decline, so too does morale. Firefighters are inherently driven by a sense of purpose, pride in their work, and a belief in the importance of what they do. When they are forced to operate in an environment where safety, equipment, or ethical standards are routinely compromised, it leads to frustration, disillusionment, and a loss of that shared sense of mission.

In such an environment, morale begins to suffer. Firefighters lose confidence in their leaders and in the department’s ability to support them in their work. They may start to question whether their sacrifices and dedication are valued, leading to a cycle of disengagement, decreased job satisfaction, and, ultimately, burnout.

Company Officers Afraid to Challenge Superiors

Company officers are often seen as the linchpins of a fire department. They manage the daily operations, guide their teams, and serve as the bridge between the rank-and-file firefighters and upper management. However, these officers are also frequently placed in difficult positions when it comes to challenging their superiors or addressing systemic issues within the department.

Consider the example of a company officer who notices that his or her crew’s equipment is outdated or that necessary training is being skipped due to time constraints. In many cases, this officer may feel hesitant to report these issues up the chain of command. The individual may fear that speaking out will be seen as insubordination or that he or she will be branded as troublemakers, which could jeopardize that person’s career or prospects of future promotions.

This reluctance to challenge superiors has a direct impact on morale. When company officers feel powerless to effect change, their frustration trickles down to the firefighters under their command. The crew sees that their officer—someone they trust and rely on—can’t or won’t fight for the improvements needed to ensure their safety and effectiveness. This creates a feeling of abandonment and erodes trust within the team.

Moreover, when company officers are unable or unwilling to address these issues openly, it sends a message to the crew that their concerns are unimportant, leading to a toxic culture of silence and inaction. Over time, this erodes both the officer’s authority and the team’s morale.

Equipment Not Being Replaced Due to Funding

One of the most tangible examples of the normalization of deviance is when fire departments fail to replace or properly maintain essential equipment due to budget constraints. Firefighters rely on their equipment not only for their effectiveness but also for their safety. When personal protective equipment (PPE), self-contained breathing apparatus units, apparatus, or other vital tools are allowed to deteriorate without replacement, it sends a clear message that firefighter safety is not a priority.

Budget limitations are a reality for many departments, but allowing these financial constraints to become an excuse for subpar equipment is a dangerous form of deviance. Firefighters who are forced to use worn-out or malfunctioning equipment face increased risks on the fireground, and over time, the failure to address these issues becomes accepted as “just how it is.”

The impact on morale is profound. Firefighters are not only placed in harm’s way due to outdated or broken gear, but they also feel devalued when their concerns about equipment are ignored. They may question whether their lives and safety are worth the cost of replacing a helmet or upgrading a fire truck. This creates an environment of cynicism, where firefighters become disengaged from their work and increasingly resentful of leadership that they see as indifferent to their well-being.

Mission Deletion Due to Laziness

Mission deletion, or the gradual abandonment of key responsibilities due to complacency or laziness, is another common manifestation of the normalization of deviance. In the fire service, this can take many forms: training programs being neglected, apparatus checks being skipped, or even firefighters failing to maintain their physical fitness.

In many departments, training is often one of the first things to suffer when workloads increase or when staffing is limited. What starts as an occasional skipped or pencil-whipped drill can quickly devolve into a culture where training is devalued altogether. Similarly, firefighters may rationalize that they’re too busy to properly check their equipment at the start of a shift, or that physical fitness isn’t a priority.

When these lapses in responsibility are allowed to persist, they have a demoralizing effect on the department as a whole. Firefighters take pride in being well trained, prepared, and physically fit to meet the demands of the job. When that standard is lowered, it undermines their sense of purpose. They may begin to feel like their efforts to maintain high standards are futile, and this disillusionment can spread throughout the team.

Additionally, the acceptance of mission deletion sends a message that excellence is no longer the goal. When firefighters see that their department is willing to tolerate mediocrity or laziness, it erodes their motivation and sense of duty. Over time, the collective will to push for excellence fades, and with it, the morale of the department.

Silence Due to Fear of Retaliation

Perhaps one of the most harmful effects of the normalization of deviance is the culture of fear that it fosters. Firefighters, especially newer members or those in subordinate positions, may be afraid to speak up about safety concerns, unethical behavior, or operational shortcomings. This fear is often rooted in a belief that voicing concerns will lead to retaliation—whether it be in the form of being labeled as a troublemaker, facing disciplinary action, or being ostracized by institutionalized peers and superiors.

This culture of fear-based silence is corrosive to morale. When firefighters feel that they cannot speak up without facing negative consequences, they become disengaged and frustrated. Their concerns go unaddressed, and over time they begin to feel powerless to effect any real change within their department. This sense of powerlessness breeds apathy and resentment, further eroding the team’s sense of purpose and unity.

Moreover, when leaders allow a culture of fear to persist, it creates a toxic environment where open communication is stifled, and issues are allowed to fester. Firefighters may feel like they are constantly walking on eggshells, afraid to bring up legitimate concerns for fear of reprisal. This not only affects individual morale but also undermines the overall effectiveness and safety of the department.

The Collective Impact on Morale

The normalization of deviance is not just a matter of operational failures or safety risks; it has a profound effect on morale across the department. When company officers are afraid to challenge their superiors, equipment is not replaced, key responsibilities are neglected, and members are afraid to speak up, the collective sense of purpose that drives firefighters to serve is compromised. Over time, these small deviations accumulate, leading to a department that is disengaged, disillusioned, and demoralized.

The effects of this decline in morale are far-reaching. Firefighters who once took pride in their work may become cynical and apathetic. They may stop going the extra mile, no longer motivated to push for excellence or strive for improvement. This, in turn, affects the department’s operational readiness, safety, and overall effectiveness.

More importantly, the loss of morale undermines the very essence of what it means to be a firefighter. When standards are allowed to slip, and the sense of purpose is lost, the fire service becomes just another job, rather than the calling it was meant to be.

Fixing the Problem from the Bottom: Banding Together for Change

The good news is that although the normalization of deviance can have a devastating impact on morale, it can be addressed from within the ranks. Firefighters have the power to change the culture of their department by banding together, supporting each other, and committing to higher standards. Here are five ways firefighters can take action to restore morale and purpose:

1. Foster a Culture of Accountability

Accountability must start from the ground up. Firefighters should hold each other to high standards, both in terms of safety and professionalism. This means calling out deviations when they occur—not in a punitive way, but with the intent to correct and improve. By fostering a culture where accountability is expected, firefighters can ensure that deviations from standards are addressed before they become normalized.

2. Support Company Officers Who Speak Up

Company officers play a critical role in maintaining morale and safety. Firefighters should support officers who are willing to challenge the status quo and advocate for improvements. By standing together and backing up those who speak out, firefighters can create a united front that is difficult for leadership to ignore.

3. Advocate for Resources and Equipment

 Firefighters must be vocal in advocating for the resources and equipment they need to do their jobs safely. This may involve working with union leadership, engaging with local government, or organizing advocacy efforts within the community. By highlighting the dangers posed by inadequate equipment, firefighters can create a compelling case for why investments in safety are necessary.

4. Recommit to the Mission

 Firefighters should take personal responsibility for maintaining the standards of excellence that define the fire service. This means recommitting to training, equipment checks, and physical fitness, even when it’s inconvenient. By holding themselves and their peers accountable, firefighters can ensure that the mission of the department remains intact.

5. Create a Safe Environment for Feedback

Finally, firefighters must work together to create a culture where open communication is not only valued but protected. This requires both leadership and rank-and-file members to create an environment where concerns can be raised without fear of retaliation. Leaders should actively seek feedback and act on it, while firefighters should support each other in voicing concerns.

*

The normalization of deviance poses a significant threat to both the safety and morale of the fire service. However, it is not an inevitable fate. Firefighters can and must band together to challenge these dangerous norms, restore accountability, and rebuild their collective sense of purpose. By supporting each other and committing to the high standards that define the profession, firefighters can ensure that the fire service remains a place of courage, duty, and pride. The fight to maintain morale and purpose is not one that can be left to leadership alone; it is a collective responsibility, one that begins from the bottom and radiates throughout the entire department.

Nicholas A. Palumbo

Nicholas A. Palumbo is a career civilian firefighter with the U.S. Department of Defense, serving since 2009 across all military branches and the Department of Veterans Affairs. A volunteer firefighter since 1999, he has worked in urban, suburban, and rural environments. Outside the firehouse, Nick is a Senior Origin and Cause Investigator for J.S. Held, LLC, and leads The Outside Vent fire training business. He hosts the NJ Fire Guys Podcast and actively contributes to fire service organizations, including the ISFSI and IFSTA committees.

Most NY First Responders Experience Mental Health Challenges, Survey Finds

A survey of more than 6,000 first responders in New York found most experience stress, while others have dealt with anxiety and burnout due to their professions.

Tailboard Misfits: Jesse and Micah Horton

Host John Velez sits down with Jesse and Micah Horton of Hortons and Hunt to discuss fire service leadership, mentorship, and training.