Command System Takes Confusion Out of All Fireground Control Levels
I’m sure that in your department you don’t have the problem of too many command officers giving conflicting orders at an emergency. But believe it or not, this does occur.
We all learn in management classes about the principle of unity of command, or one boss. We all agree in class that this is a logical principle of management. We may even practice it during nonemergency operations.
We may adhere to a clear chain of command while conducting routine business, but when the bell hits, a strange phenomenon occurs. Everyone jumps in his chiefs car and races to the emergency to get in the act. What then occurs is Hunt’s third law of management—the inverse pyramidic effect. It can he illustrated thus:
A is greater than B because A has more gold. Therefore, B receives orders from perhaps two or three chief officers who each believes that he is the incident commander. B becomes confused as to whom he is to report and what orders he is to obey.
Paths to confusion
Two results are possible:
- B’s operat ion becomes one of constant change in response to conflicting orders. He is unable, therefore, to obtain the objectives he has selected based upon his estimation of the situation.
- B will finally ignore the conflicting orders and confusion, select his own objectives and go to work on them. The result is an uncoordinated attack with no overall objectives.
One thing that helps fireground confusion is the radio and the all-consuming need for everyone to get on it and talk.
Despite the humor involved when we all remember incidents where this situation has developed, poor command practices can result in serious injury or even death to fire fighters and occupants. We have a mission and objective to perform on the fireground. It is not a three-ring circus.
Applies to all incidents
The principle of unit of command— one boss—must be appreciated and followed in an emergency operation. It makes no difference whether it is a simple 250-gpm house fire, a major industrial fire or a community disaster. To insure unit of command throughout the organization you must have an incident command system (ICS). An ICS is no mysterious thing that only big departments can have. Many departments of all sizes have had it for years. It is simply an emergency organization system and plan which is clearly defined, communicated, understood and used in training by all department personnel.
It is then visually implemented at the emergency as a management tool. It is a system whereby a command structure is designed and defined in policy form and agreed to in advance of any emergency. It includes a formal system of coordination and task assignment as well as a formal assumption and transition of command. This is certainly better than the common method of assuming that when the Great White Father (or Great Pumpkin, as the case may be) arrives on the scene, he is automatically in command by his presence. An incident commander must be identified formally.
The first-in officer at an emergency should be designated as the incident commander until formally relieved. Every officer at an emergency must know at all times who is charge and from whom he is to take orders. The incident commander must be one individual, be clearly identified, and be located at a stationary command post.
Assigns roles
The incident commander must take firm command of the incident and communicate this to his subordinates. He must then assign personnel to fill the roles within the department ICS organizational plan.
An excellent ICS is the Firescope system developed by Southern California agencies to better combat the wildland fires that annually wreak havoc throughout the state. The Firescope system can be applied to all major emergencies and disasters. This was proven by this author during its use in the Fire Command Group 4 disaster planning and management course of the State Fire Academy. This course is held twice a year at the Asilomar Conference Grounds, Pacific Grove, Calif. The Los Angeles City, San Diego City, Huntington Beach and Santa Barbara County Fire Departmments, as well as other agencies, use this plan on all major emergencies. The Firescope organizational plan is defined in the accompanying chart.
The chart and its titles are self-explanatory for the most part. You may enact only part of the plan for a small incident or implement all of it for a major emergency. In the interest of space, the entire detailed Firescope chart is not shown.
The division supervisor is the same position as that commonly called sector chief. He is in charge of a large geographical section of the incident. The suppression and rescue officer is the highest tactical position. The division supervisors report to him and he reports to the incident commander. He can supervise five division supervisors.
Each division supervisor can supervise five strike team leaders. A strike team leader could be the man in charge of one to five companies. Therefore, the chart, as you see it here, allows the incident commander to manage up to 50 companies.
By using this type of system, even the chief of a two-station community can manage a large number of incoming mutual aid companies. A larger department can use this system for more effective management of its own companies. The chart can be expanded by adding subordinates to the plans chief and logistics chief to assist them in their roles. Up to five division supervisors can be used.
With this ICS, it is obvious that at each level there exists unity of command from strike team leader up to the incident commander. Lines of communication and authority are established and must be adhered to at an emergency.
Training is the key
This type of ICS can be used at any emergency operation. The key element is training at all levels of the command structure—starting with the fire chief.
A visible command post must be established to make the ICS function properly. The command post is a vital part of the ICS. The idea is to let subordinates, incoming companies, etc., know where the command post is located. It also provides the incident commander with a work station from which to manage the incident.
This elminates the temptation to have a roving command post, which is not a command post at all. The incident commander can use his aides and subordinates as his eyes and ears. He personally does not have to be able to see the whole operation. This requires the incident commander to discipline himself to stay out of the building, off the nozzle, and out in the street where he can effectively manage the incident. Thus he fulfills the task he is paid to do—overall coordination.
Vests for identification
Highway worker safety vests labeled with the ICS position title afford a high degree of visibility. Carried in command vehicles, the vests are worn by the command team so everyone can identify who is serving in what position.
Duct tape on the back of a turnout coat also will work well. Write the ICS title on duct tape with a grease pencil or felt marker.
These are all tools that are in use in leading California fire departments.
The key thing to remember is that most major operations that go had. go had at the top not at the watersquirting level. Minor mistakes at the direct work level can be overcome, but poor overall strategy, lack of defined objectives, and an uncoordinated effort with everyone and no one in charge lead to excessive life and property loss.
