Change for Changes Sake

One of the most frequently articulated criticisms associated with change in the fire service is that it is undertaken simply because those with the authority to do so require it. “Change” itself is neither good nor bad. There are few places in the country where horses are pulling fire apparatus and crews are stretching leather hose. It is not change that drives firefighters crazy; often, it is the way the change is introduced, explained, and implemented.

How often as a parent have you explained to your children that the reason they have to do something is “Because I said so”? These words are usually uttered because there is a perception that the child will not or cannot understand the actual reason or will only ask more questions in an effort to better understand. Of course, there is every likelihood that children are simply looking to avoid doing what you have asked and want to engage in an in-depth conversation about circadian rhythms when they should be in bed.

Effort to Improve

A real-world example: After a very bad night where a series of seemingly disconnected events all lined up in just the wrong way, a new policy emanated from headquarters requiring all apparatus operators to practice their drafting skills quarterly. A serious fire had destroyed a home in an exclusive neighborhood and while the fire department had been present, its contribution did not exactly contribute to the extinguishment effort. It happens. One of the reasons for the failure, but certainly not the only reason, was a hapless apparatus operator who was not able to pull draft. So in the post-mortem of the incident came the directive.

Station personnel were apoplectic with cries of using a 12-pound sledge on a 16-penny nail. Of course, the directive accomplished its intended effect of raising the bar of expectations for all personnel and ultimately translated into a far more professional and prepared department. (Think about the last time you drafted. Imagine a catastrophic failure of the entire water system requiring an urban apparatus operator to draft. Although it seems implausible, the least-used skill should perhaps be the most practiced.)

One day, a gentleman came into a firehouse and announced that he was the new “liaison” to a recently elected politician leading the jurisdiction. The gentleman was from the government and he was here to help. As we sat around the kitchen table, the man encouraged everyone to share their thoughts about what was wrong with the fire department so he could report back to the political leader and facilitate “change.” A salty old apparatus operator leaned across the table and said, “Let me ask you something: Who is screwing this chicken?” Although hardly politically correct, the question was a fair one. It is important to understand the motivation behind change and whether the individual seeking to drive change, and drag you along with it, has the authority to do so. Understanding motivations can go a long way toward interpreting the rationale for a change of course organizationally or within a station.

Be Prepared

One of the biggest mistakes company and chief officers make is that they are unprepared to take the time to fully defend and explain a decision to implement change within an organization or a company. In their haste to “check a box” so that they can move on to the next item on an ever-increasing list of issues to be addressed, a lack of transparent communication leads to suspicion among the troops. It can also lead to a genuine perception that the new policy or initiative is an unthinking reaction to a problem that may or may not actually exist. Perception is reality to the person who is on the receiving end.

Taking the time to explain the motivation behind a particular issue builds tremendous credibility. Your personnel may not agree, but sitting down at the kitchen table over a cup of coffee transmits the unambiguous signal that whatever you are asking to be accomplished is important enough that you are willing to invest your own time in explaining it and that you respect your firefighters enough to look them directly in the eye and tell them yourself.