Chapter 1

1. Chapter 1 Defining a Cultural Change 1-1

2. 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 1-2

3. 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 1-3

4. Life Safety Initiative 1 CULTURE • A group of people or an organization • Values • Customs • Traditions 1-4

5. Life Safety Initiative 1 SAFETY CULTURE • Fire and emergency services • Change is imminent • Terrorism • Line of duty deaths Cont. 1-5

6. 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

7. 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 1-7

8. 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

9. Life Safety Initiative 1 CHANGE MODELS • Types of change • Reactive • Proactive • Fire and EMS generally proactive • Primary goals Cont. 1-9

10. Life Safety Initiative 1 CHANGE MODELS • Changes for safety • Incident action plan • Evaluate standard procedures • Eliminate nonemergency mistakes • Risk benefit templates 1-10

11. Life Safety Initiative 1 CHANGE IN THE FIRE SERVICE • Change is desired • Change is obligatory • Cultural change 1-11

12. 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

13. Life Safety Initiative 1 LEADERSHIP DURING CHANGE • Managing change • Economic impacts • Social impacts • Other social impacts • Political impacts • Technological impacts Cont. 1-13

14. 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

15. 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 1-15

16. 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 1-16

17. Life Safety Initiative 1 SAFETY CULTURE • Presence of a safety culture • Organizational commitment • Management involvement • Employee empowerment • Reward systems • Reporting systems Cont. Photography: Brain Fowler Pilot: Mark Makee, Makee insurance 1-17

18. 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

19. Life Safety Initiative 1 SAFETY CULTURE • Certification levels • Awareness level • Operations level • Technician level • Cultural compliance Courtesy of Lt. Rob Gandee 1-19

20. 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 1-20