Teamwork versus Prima Donna
Departments
Gene Carlson’s Volunteers Corner
As one enters the fire service and learns of its history and organization, it is quickly learned that the fire department is a quasi-military organization.
Similar to the military, the fire department uses the company as a basic unit. The company is composed of a group of firefighters and a piece of equipment. For personnel to work effectively and obtain optimum results from their expertise and equipment, they must function together as a team. With all firefighters’ actions coordinated, the company works toward a common goal.
Webster defines teamwork as “work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole.” This certainly is a situation necessary on the fireground.
The entire fireground organization is a totally interdependent, integrated system, from firefighter to pump operator to company officer to chief officer. If any part fails, there is a strong possibility of the entire system failing. In the fire business, failure of the system can have disasterous results since it can lead to losses, injuries and deaths.
Joe Hero Complex: One of the problems that arises is the firefighter who has the “Joe Hero” complex. This is the individual who, after less than two years with the department, knows all there is to know about firefighting, He no longer comes to training sessions, he has answers for any and all questions, and he is the first to criticize the decisions and actions of other members. This is the firefighter who jumps off the apparatus and begins doing individual tasks that will make him look good, whether the tasks are necessary or not. He doesn’t wait for the orders of the officer nor does he work as a cohesive team member to achieve an objective.
Mr. Invincible: The second problem is the firefighter who arrives on the scene before the apparatus and believes I himself invincible. Without protective clothing or SCBA, he begins rescue or fire supression operations. This would-be-star opens windows and doors without orders from his commanding officer, increases the oxygen supply to intensify the fire, creates horizontal or vertical channels for fire spread, and may seriously endanger anyone still in the building. In addition, this firefighter normally overextends himself before he reaches anyone in need of rescue. Thus, he has worsened the situation, and the arriving company finds itself facing a rapidly spreading, intensifying fire with a severe rescue problem. Additional firefighters will be unnecessarily exposed to serious fire conditions in order to rescue not only the victims, but also Mr. Invincible. Unfortunately cases are on record where our freelance firefighter succumbed to the toxic gases before reaching those requiring rescue. This can also happen to the unprotected loner who is caught in a backdraft or flashover situation. A basic rule states that firefighters work in pairs during search and rescue operations.
Prima Donna: Closely related to the “90-day wonder,” this officer has fought more fires, rescued more people, and been in more dangerous situations (in three years with the department) than any crew member in the country’s busiest company.
This prima donna’s communications with firefighters take two extremes. One is a series of mumbles or an occasional grunt from which company members are supposed to decipher their intended instructions. Of course, these who do not interpret the order correctly, or have no idea what it meant, will be chastised severely in public if they ask for further clarification or do not perform as desired.
The other extreme is the giving of directions in minute detail since no one but an officer is intelligent enough to function on the fireground unless led by the hand. This officer realizes there is no longer a need for a chief officer since he can cope with any administrative problem and direct at least a three-alarm response with ease.
Again, unfortunately, this officer often gives more experienced firefighters incorrect orders that often are coupled with threats of insubordination if questioned.
Good teamwork is based on adequate leadership that thrives on clear communications up and down the chain of command. Fire officers will gain the respect of their company members by being an astute fireground leader, not by functioning as a prima donna.
Chief officers also are not exempt from acquiring a prima donna attitude that elevates them considerably higher than other members. This is evident when chiefs no longer need training. It appears many believe that when the crossed trumpets are pinned on the coat, all knowledge is automatically infused. There is a fear of a loss of respect if they attend classes to broaden their skills in communication, management, or tactical command. These chief officers become traditionalists who are not interested in progressive change, but believe their way that has been used for twenty plus years is the only and the best operation for the community. As they say, 100 years of tradition unimpeded by progressive change. These chiefs reign supreme on the fire scene and attempt to direct the entire operation single-handedly. There is no delegation of authority, and a reasonable span of control is soon lost in major fires.
The more complex the fire scene, the greater the need for a well-functioning team, not an individual who purports to be able to organize and control the incident alone. A command post must be established with an adequate staff to perform the functional tasks required by the incident.
Teamwork is not limited to the fireground alone. In administrative matters, the chief should seek advice from other officers and firefighters who have expertise in the area being discussed. It is impossible for one individual to have all the expertise necessary, since the need can range from knowledge about the use of computers in the department to new technologies that need to be included in apparatus specifications. The assignment of projects to knowledgeable individuals or committees can bring beneficial results.
The fire service was not built by one person, nor will it function properly when run totally by one person. It is a team operation with no room for a prima donna. Remember the axiom that states: When you know all there is to know about the fire service, do it a favor and GET OUT!
