By Wayne D. Anderson
If you are ever interested in a study of human behavior, say the word “diversity” around the kitchen table of a fire station (or any workplace for that matter) and stand back. You will likely see one of several reactions: One is the sound of footsteps leaving the room like they are running down the hall for a box alarm. Another response is getting that thousand yard stare as if to say, “I wasn’t quick enough to run out now I’m stuck and thinking about hunting, fishing, golfing or whatever.” The third response is the now-classic eye roll and head shake from the chief, the officer, the leader or crewmember who has previously made comments, usually negative, toward people who are different. In their view “different is bad”.
Now before all the firehouse lawyers file legal briefs citing times and circumstances when something different is bad, remember we are talking about diversity. For sure, when a firefighter single handedly takes a 2 ½” line and knocks down a building fire, that’s different, but a good kind of different. On the other hand, when a firefighter can’t seem to open the bale in the heat of battle; that too is different, but a bad kind of different. These differences are technical in nature.
The “different” I am referring to is when you see someone who does not look like you and an initial negative impression is formed, or perhaps you dismiss or judge the other person’s involvement or participation because they appear different before they even have a chance to “prove” themselves. On a daily basis, we are bombarded by negative images of people by the media, political ideology, culture, or ignorance and we form these negative (prejudicial) outlooks on people. Subsequently, these negatives, if left unchecked can lead to deeper forms of resentment such as racism, sexism and other abnormal societal behaviors. Without intervention, these viewpoints can lead to workplace discrimination. Perhaps you have seen the video of the incident where a fire chief and crew responded to a motor vehicle accident on an interstate and offered to assist the occupants of one vehicle but not the other vehicle’s occupants who were black. The Chief could be heard using the “N” word in the video. The idea of not attending to people during an emergency call because they look different is resentment which has gone unchecked. Why? Because, it would be difficult to understand that someone without any prior negative predispositions awoke one morning and decided this was the day to not offer assistance based on a difference in color.
Let’s put this in the context that relates to the job. A 911 call for a cardiac condition will progressively get worse if left unchecked. A room and content fire will burn down the house and maybe a good portion of a modern community if left unchecked. So, would it be a stretch to believe if you have a negative thought of someone simply because they are different, those thoughts would not, if left unchecked, progressively get worse?
While diversity statistics and polls can be used to support this article, the intent here is to provoke thought across our ranks. If this article is reaching you, think about your interactions with people past and present. Have you formed a negative opinion or have you been dismissive of people because they did not look like you? I remember playing golf with several of my peers and on one of the holes I played very well and was complimented by one of the players who stated, “that was a good hole for you, and for that, you can sit in the front of the bus.” Wow! We have not had to worry about where to sit on a bus since Rosa Parks. Couldn’t there just have been a congratulations on playing a good hole? Why was there a need to marginalize success by relating a difference of someone’s color to a painful event in our American history?
Playing a joke on your friend by hanging a noose in their locker, using derogatory language toward your co-workers because they look different, or assigning tasks on the basis the employee appears different are representative of a mindset that being different is bad or wrong.
As firefighters, we are judged by our words and actions on the job and in the public’s view. Whether your response area is urban, rural, or suburban, as firefighters, we must provide the best service to our communities without regard to those who are different.
As officers, we should not be silent by tolerating language, behavior, and actions of crewmembers that denigrate team members and the public we serve. Sure, the fire station is not a sterile environment, but as supervisors, we should be able to understand when our folks cross the line. Let’s suppose during one of the morning briefings, the crew is advised a female firefighter from another battalion is being transferred in. One of the crew quips “we’ll have to watch what we say now.” As their officer, do you have a response? Is one needed?
As a chief executive, there must be an unwavering commitment to diversity and inclusiveness in the organization. Any dilution of these principles could be viewed as being “situation dependent” which could undermine leadership’s credibility within the workforce.
Firefighters are portrayed as one of the most trustworthy and admired public servants in a profession. To sustain that principled status, we must understand we do not live in a bubble and are not immune to society’s pressures. We must continually remind ourselves of the perils of pre-judging, even before we speak.
The people we see in everyday life and particularly those we walk through the door with at 0600 hours may look different, may have a different accent, may walk differently, or may have a belief different than yours. Presuming these differences are bad or wrong undermines the cohesive work environment we strive to achieve. We should work to create environments where differences are accepted. This is the first step toward understanding diversity.
Wayne D. Anderson has been in the fire service for over 20 years and is currently serving as a battalion chief with Loudoun County (VA) Fire and Rescue. He is also a retired U.S. Navy veteran. Anderson has a bachelor’s in management and a master’s in public administration.
