Chief Officer Training Curriculum

1. Chief Officer Training Curriculum Operations Module 2: Incident Command Decision-Making

2. Objectives • Identify the difference between classical and naturalistic decision-making • Determine whether to use the classical or naturalistic method at a particular incident • Size up and identify at least three incident problems and the cues used to detect them

3. Objectives (continued) • Determine at least three incident objectives and three strategies to address the incident • Determine at least three tactics to carry out to complement each strategy

4. Overview Focus is to: • Consider process of thought to empower officers to make quick decisions • Establish foundation for future decision-making throughout incident

5. Overview (continued) • Explain and reinforce difference between classical and naturalistic decision-making • Present command sequence as outline for officers to follow when developing and implementing an action plan using the classical method

6. Incident Scene Decision-Making Two primary methods: • Classical • Naturalistic

7. Classical Method Decision-maker: • Gathers information • Analyzes information • Determines problems present • Determines and prioritizes solutions • Selects Tactics • Issues directives to implement tactics

8. Classical Method (continued) Classical method used during: • Training for incident type not previously learned • Evaluation of other decision-makers to • Determine obvious and subtle differences • Provide optional conclusions • Provide cues for actions not to direct

9. Classical Method (continued) At incident scene, decision-maker: • Must not direct tactical actions until formulates basic plan • Must base plan on critical cues • Must apply best specific solutions (tactics)

10. Naturalistic Method Decision-maker: • Looks for critical cues • Relates those cues to previous similar situations • Recalls previous conclusions, results, and actions • Issues directives

11. Naturalistic Method (continued) Almost instant recall: • Interrelationships of specific information with conclusions, results, and actions • Direct link from senses to action

12. Naturalistic Method (continued) The brain always attempts the naturalistic method first.

13. Classical Versus Naturalistic Use classical method when: • No experience or too little training • Incident cues are very unfamiliar • Lost, overwhelmed, or in a panic

15. Command Sequence Incident priorities: • Life safety • Incident stabilization • Property conservation These priorities are often accomplished simultaneously.

16. Size-up Problem ID Command Sequence (continued) Step 1: Size-up Identify the problem

17. Size-up Problem ID Strategy/ Tactics Command Sequence (continued) Step 2: Determine strategy and select tactics

18. Size-up Problem ID Strategy/ Tactics Action Plan Command Sequence (continued) Action plan: Who takes action when and where

19. Size-up Problem ID Strategy/ Tactics Implementation Action Plan Command Sequence (continued) Step 3: Implement the action plan Directives to resources—who, when, where

20. Size-up Problem ID Tasks Strategy/ Tactics Implementation Action Plan Command Sequence (continued) Performing tactical operations: Companies and crews perform tasks

21. Action Planning What are the benefits of action planning?

22. Size-Up Thinking stage: • Phase One: pre-incident information • Phase Two: dispatch through on-scene size-up • Phase Three: ongoing size-up

23. Pre-Incident Information Definition: critical cues known or gathered before incident that may affect decisions or actions • More than you see through the windshield • Wealth of information available

24. Target Hazards Is target hazard preplanning effective?

25. Dispatch Through On-Scene Size-Up IC identifies problems: • Calmly assesses incident conditions • If IC doesn’t identify problems, may apply wrong solutions • Identifies potential hazards to firefighters

26. Dispatch Through On-Scene Size-Up (continued) When relieving the initial IC, the command officer must: • View “big picture” • Re-evaluate resource needs • Evaluate strategy-tactics • Evaluate changes in incident conditions

27. Dispatch Through On-Scene Size-Up (continued) Sizeup Factors Water Apparatus/personnel Life Location/Extent Area C onstruction E xposure Weather Auxiliary Appliances Special Hazards Height Occupancy Time

28. Dispatch Through On-Scene Size-Up (continued) Information sources: • Dispatchers—provide valuable incident information • Your knowledge base—what you know about area structures, water supply, etc. • Information from people on scene—fire and police personnel and civilians

29. Ongoing Size-Up • Continuously evaluate incidents • May identify new problems • Ask, “Is what we are doing solving the problem at the scene?” • Re-evaluate critical cues and modify plan where needed • Look for things that can go wrong

30. Activity 2.1 Using Size-up to Identify Problems

32. Determining Strategy Strategy: • Defines the “what” of the solution • Is basis of action planning • Evolves from identified problems • Gives direction • May have multiple components

33. Lloyd Layman’s Seven Strategies R escue E xposures C onfinement E xtinguishment O verhaul V entilation S alvage

34. Determining Strategy (continued) A strategy indicates that you have: • Gathered and assessed critical cues • Identified problems • Evaluated resource requirements • Begun planning

35. Activity 2.2 Determining Strategy

37. Selecting Tactics Tactics are: • Operations that will accomplish the strategy • The “how, who, where, and when” of the solutions to problems • Prioritized in order by IC • Measurable

38. Centralized control/decentralized execution: IC responsible for decision and results Line officers supervise tasks Firefighters deploy resources Selecting Tactics (continued)

39. Selecting Tactics (continued) Risk/benefit analysis: • Accept no unnecessary risks • Accept risk only when benefits outweigh costs

40. Incident Action Planning • Addresses all phases of incident control within specific time • Ensures successful outcomes in that time • Must be completed in time that allows least amount of negative action to occur

41. Incident Action Planning (continued) • Objectives • Strategy • Tactics • Support actions • Water supply • Utility control • SCBA cylinders

42. Incident Action Planning (continued) Implementation of plan: • Plan not always complete when give orders • Directives define objectives to complete to achieve goals • IC needs sufficient resource information to achieve results

43. Incident Action Planning (continued) Effectiveness: • Continuous size-up process • Gather and analyze information • Modify and update plan based on progress reports of current conditions

44. Activity 2.3 Action Planning

46. More than one possible authority on scene: Goals and strategies may differ Objectives, strategies, and tactics may conflict Unified Command

47. Unified Command (continued) Crisis Management (former terrorism response term) • Predominantly a law enforcement function and included measures to identify, acquire, and plan the use of resources needed to anticipate, prevent, and/or resolve a threat or act of terrorism. • The requirements of consequence and crisis management are combined in the new National Response Plan (NRP).

48. Unified Command (continued) Consequence Management (former terrorism response term) • Predominantly an emergency management function and included measures to protect public health and safety, restore essential government services, and provide emergency relief to governments, businesses, and individuals affected by the consequences of terrorism.

49. Unified Command (continued) All agencies contribute to: • Determining overall response objectives and strategies • Ensuring joint planning • Ensuring integrated operations • Maximizing use of resources • Keeping track of financial costs

50. Activity 2.4 Classical Versus Naturalistic Decision-Making