BY FRANCIS E. SULLIVAN
Ethics and ethical behavior are of great concern in the community in general and in the fire service in particular. As individual members of a community, we are often disturbed by what we consider the unethical behavior of others. We read in the newspapers about bank employees embezzling from their institutions or high-ranking government officials involved in extramarital affairs and ask, “Why didn’t someone act to correct or prevent these activities when others were, or should have been, aware of the offending activities for some time?”
When an employee is caught padding his expense account, he quickly retorts, “Everyone pads accounts” and therefore it must be okay, even expected. Yet, the same individual would condemn a fellow worker for stealing supplies. Although people may often maintain high standards of ethical behavior for others, some may excuse themselves from responsibility for their own unethical actions.
We firefighters are truly offended when one of our own fails to do his duty properly. Most firefighters meet ethical challenges and perform their duty satisfactorily.
ETHICAL SCENARIOS
Let’s look at three examples of firefighters who failed to maintain the high ethical standards of the fire service.
1. The local fire department is working a fire in a liquor store. The fire is knocked down, and one firefighter is assigned to remain on the scene as a fire watch. The health inspector has condemned the entire stock of liquor, and the contents of the store will be destroyed later that day. The firefighter finds two undamaged cases of liquor and takes them home. When confronted about this action, the firefighter responded, “The liquor was going to be destroyed anyway, so I didn’t think anyone would mind if I took some home.”
2. A fire captain assigned to inspect a nursing home doesn’t even bother to visit the building but fills out the required reports fraudulently. When his superiors confront him, he replies, “They never do anything with the inspection reports; no one does them anymore.” The captain steadfastly defends his actions by blaming the department for not following up on inspections.
3. Two manufacturers request occupancy permits for their individual construction projects. One company is owned and operated by a citizen from a nearby community; the other, by the brother of a city councilor. In both cases, exit facilities have been properly installed but are blocked by construction materials stored in the outside path of exit. The assigned inspector rejects both properties. The fire prevention chief receives a call from the city councilor to discuss the upcoming fire department budget hearings. During the conversation, he mentions that his brother really needs that occupancy permit and the councilor would appreciate any assistance the chief could give him in that matter. The chief issues occupancy permits for one or both properties. When questioned about this action, the chief says, “The fire department needs the councilor’s support in the upcoming budget review. I approved the permit for the good of the department.”
These are common examples of the types of ethical issues fire service personnel may encounter. In each example, the fire employee rationalized his actions. The firefighter decided it was okay to take two cases of liquor because it would be destroyed anyway. The captain didn’t do his inspection because the department wouldn’t follow up on violations properly. The fire prevention chief claimed he was acting in the best interest of the fire department.
Would any or all of these fire officials find support for their positions among the firefighters working in area fire stations? Perhaps initially, some members might be sympathetic to them if the department has not worked with the firefighters to create a comprehensive “standard of ethical behavior.”
We in the fire service should have a significant impact on the ethical behavior of our co-workers. The vast majority of American firefighters do an honest job, and we suffer embarrassment and the loss of public trust when someone soils our good reputation. We do care what the public thinks of us, and we will work to keep our image clean.
The fire service must be ethically proactive and attack the problem as follows. First, identify the common highly ethical traits of our fire service personnel. Second, involve all organizational members in developing a code of ethical behavior based on the majority’s congruent core ethical beliefs. Finally, make decisions and rules that will support the ethical beliefs of the majority of firefighters.
Begin by asking the membership to participate in developing a department ethical code of conduct. Give each member a copy of the three ethical examples above and encourage them to discuss the situations. Have members respond to a questionnaire with the following five questions.
1. Do you think any of the three fire service members depicted in the scenerios acted ethically and in the best interest of the fire service? If yes, which one(s)?
2. What do you think public reaction to un-ethical behavior in the fire service should be?
3. What do you like most about the fire service?
4. If you could change one thing about this fire department, what would it be?
5. Describe and explain at least one ethical issue that, if addressed, would improve the morale or reputation of this fire department.
Once the results of these questionnaires are collected, use the information to form the basis of a fire service code of ethical behavior. Include all significant information submitted by the membership. Have all members review the draft of the documents, and make revisions based on the members’ relevant comments and suggestions.
These actions will empower the firefighters in the policy-making process and bring numerous opinions on ethical behavior to the attention of the membership. By actively participating in the project, members can take psychological ownership of the final code of ethics document.
Once the code is in place for awhile and everyone is familiar with its provisions, the department can enforce its mandates. Review rules, regulations, and management decisions to ensure that they comply with the stated mandates and the spirit of the document.
Over my 30 years in the fire service, I have found most firefighters to be highly ethical and devoted to their profession and their communities. By identifying their basic principles and bringing them to the forefront through developing a code of ethical behavior, we will encourage all to aspire to higher ethical goals.
FRANCIS E. SULLIVAN is the coordinator of the fire science program at Quincy College and an adjunct instructor in the fire science bachelor’s and master’s degree programs at Anna Maria College. He is a retired training officer and 30-year veteran of the Quincy (MA) Fire Department.
