Chapter 1

Defining a Cultural Change

1-1

Introduction

• The U. S. has gone through several significant changes

• Adapting to circumstances is both normal and vital to our existence

• September 11, 2001

• Attack that would change life forever

• It has affected the way emergency responders do their jobs and the dangers they face

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Life Safety Initiative 1

Define and advocate the need for a cultural change within the fire service relating to safety; incorporating leadership, management, supervision, accountability, and personal responsibility

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Life Safety Initiative 1

CULTURE

• A group of people or an organization

• Values

• Customs

• Traditions

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Life Safety Initiative 1

SAFETY CULTURE

• Fire and emergency services

• Change is imminent

• Terrorism

• Line of duty deaths

Cont.1-5

Life Safety Initiative 1

SAFETY CULTURE

• Do not abandon cultural values

• Incorporate safety

• Other industries

• Will not disrupt operations

• Do jobs more safely

Cont. 1-6

Life Safety Initiative 1

CHANGE

• Weave in theory of risk management

• Resistance

• Balance of progress versus tradition

• Rich history

• Human nature to resist

• Stress from a new theory

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Life Safety Initiative 1

CHANGE MODELS

• Often originates in lower ranks

• Belief in a new concept

• Research, debate, and decision

• Forward thinking

• Dissention dissolves with success

Cont.1-8

Life Safety Initiative 1

CHANGE MODELS

• Types of change

• Reactive

• Proactive

• Fire and EMS generally proactive

• Primary goals

Cont.1-9

Life Safety Initiative 1

CHANGE MODELS

• Changes for safety

• Incident action plan

• Evaluate standard procedures

• Eliminate nonemergency mistakes

• Risk benefit templates

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Life Safety Initiative 1

CHANGE IN THE FIRE SERVICE

• Change is desired

• Change is obligatory

• Cultural change

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Life Safety Initiative 1

LEADERSHIP DURING CHANGE

• Ability to embrace change

• Success excites and motivates others

• Trust

• Follows leaders in careers

• Fear of hidden agendas

• Questions of commitment

Cont. 1-12

Life Safety Initiative 1

LEADERSHIP DURING CHANGE

• Managing change

• Economic impacts

• Social impacts

• Other social impacts

• Political impacts

• Technological impacts

Cont.1-13

Life Safety Initiative 1

LEADERSHIP DURING CHANGE

• Resistance to change

• Natural inclination to resist

• Surfaces as a bad habit

• Personality or ego driven

• Supervisor can reduce

risk of resistance

Cont. 1-14

Life Safety Initiative 1

LEADERSHIP DURING CHANGE

• Changes in the fire service

• 1970’s — EMS

• 1980’s — Hazardous materials response

• 1990’s — Technical rescue, public education

• 2000’s — Terrorism, safety initiatives

• 2010’s — Budget cuts, safety culture

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Life Safety Initiative 1

NEXT POTENTIAL WAVE

• Identify and embrace

• Some industries alter their business models

• Internet

• Small package shippers

• Change process

• Continually evaluated and adjusted

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Life Safety Initiative 1

SAFETY CULTURE

• Presence of a safety culture

• Organizational commitment

• Management involvement

• Employee empowerment

• Reward systems

• Reporting systems

Cont. 1-17

Photography: Brain Fowler Pilot: Mark Makee, Makee insurance

Life Safety Initiative 1

SAFETY CULTURE

• Maintaining it

• Evolution to fire safety

• Tips for creating change

• Creating a safety culture

• Components • No fault management

Cont.1-18

Life Safety Initiative 1

SAFETY CULTURE

• Certification levels

• Awareness level

• Operations level

• Technician level

• Cultural compliance

1-19Courtesy of Lt. Rob Gandee

Summary

• Emergency service organizations must adopt a safety culture

• Leaders who are able to accept and manage change can use it as an opportunity to improve safety

• Leaders can allow the organization to grow• Our job is a dangerous one• Without safety culture, assets are at risk

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