How Are Decisions Made?
Gene Carlson’s Volunteers Corner
Some decisions in the fire service are made quickly, others take considerable deliberation, and then there are those that involve hours of procrastination.
The fire service is very traditional, thus increasing the difficulties of decision making. Tradition frequently influences decisions. Even I am reluctant to give up that leather helmet, although testing and standards indicate that there are alternatives.
We must keep many traditions, but we also must be open minded and willing to make changes. Our decisions must be based on the latest technology and safety techniques. We must open our minds and remember that the excuse “we’ve always done it that way” is no longer acceptable.
Many departments have not made significant changes in twenty years or more. When someone is bold enough to step forward and make a progressive decision, it is either not adopted by the other members or it takes seemingly forever to gain acceptance.
Many members still will not agree to wear light colored turnout clothing, use hoselines that are larger than 2 1/2 inches (65mm), or, for that matter, self-contained breathing apparatus (SCBA) for interior firefighting. Why?
Some decisions are based on “hip shots.” If it sounds like a good idea, do it. There is little concern for need, cost effectiveness, utility, alternatives, or cost.
These types of decisions often have favorable results, but just as many lead to disaster. For example, there’s the fire company that buys a new apparatus off a convention floor, or because they like its looks, rather than adequately assessing community needs before signing the contract.
Another popular decision method is “one-upmanship.” In essence, this is decision making based on the actions of surrounding fire departments.
The original purchaser is the one who actually makes the decision and the follower then merely attempts to outdo the first by purchasing a bigger. brighter, and more expensive product.
There has been virtually no analysis before making the decision. It is based on the fact that they bought one, so we need two, or at least a more expensive one. (Have you looked closely at rescue trucks lately?!) Apparently, no one is responsible for justifying questionable actions such as these. In some cases, the expenditures are for items that have little, if any, effect on fire suppression or rescue.
Many smaller departments allow outsiders to make their decisions for them. This is especially true when it comes to purchasing new equipment or apparatus. If the fire company has done business with a particular supplier, they will probably automatically purchase the line that is available from that supplier rather than compare products and prices.
A better method is to draw up specifications and solicit bids to make sure that you are getting the best product to do the job at a competitive price. Fire companies often make a major investment in fire apparatus by essentially purchasing what the salesman recommends, suggests, or wants to sell them. The fire departments do not conduct a study of the local terrain, fire problems, special needs, or future development before buying the equipment.
It is ironic that a fire company will buy a new $150,000 pumper in a matter of minutes and then argue for hours over purchasing a new appliance for the kitchen. One has to question the time priorities allotted when making such decisions. Which decision is really the important one?
Here are some approaches that you can use to improve decision making. A basic concept is that the decision makers must keep an open mind and be able to accept the rational conclusion that is reached.
In his August 1986 “Training Notebook” column, Jeff Meston applied Lloyd Layman’s approach to decision making to agricultural rescue situations. These steps will be helpful in making most decisions. They are: acquire the facts, consider the probabilities, look at the local situation, and then make a decision. If you apply these principles to your decision making process you should alleviate shooting from the hip and one-upmanship.
Another popular approach to decision making is systematic analysis. In some respects it parallels the above method. Generally, the steps include:
- Determine the problem or objective to be solved,
- Acquire the facts,
- Evaluate the data gathered,
- Outline the alternatives available,
- Make a decision by selecting the best alternatives for your situation,
- Monitor the results,
- Change the decision if necessary and possible.
This approach will enable decision makers to look at other choices besides tradition and dealing with only one manufacturer. It is a good system that is proven in use and can be applied to many situations that a fire department will encounter.
Both of these decision making processes can also be applied to fireground or rescue situations. This makes them doubly useful. It is recommended that an orderly decision making process be applied to all situations.
This cannot alleviate procrastinating, but it will make for better decisions based on the facts, a logical procedure, and consideration of the alternatives. These methods also have justification built in when it is necessary to present the results of the decision to a governing body for financial support.
Remember, keep an open mind to change when it is warranted and base your decisions on a sound thought process. The bottom line in any case is that we must accept the results and implement the decision, even though we may not totally agree. This is important because the end result will be improved service to our community, and this is the primary goal of our efforts in the fire service.
