GAMES
FEATURES
MANAGEMENT
Are you sure that the position of fire chief is what you want? There are hundreds of new rookies entering the fire service, many desiring to attain the supreme rank of chief of department.
There is a sense of power that exudes from this position. For firefighters, it’s a feeling of ultimate achievement. And for some, the desire to become chief of department may be a personal fire that will never be extinguished.
When we first entered this proud profession, eyes glowing, hearts pounding, our minds filled with the heroic events and years of tradition that preceded us, how could we not want to rise to the position of fire chief?
What young ambitious rookies fail to realize is that the fire service is really made up of several organizations, each playing a vital role in the overall scheme. Basically, there’s the formal organization or formal structure of command. Here is where you find the written and enforced rules, regulations, standard operating procedures, administrative orders or policy book that govern how a department is expected to operate formally. These are, in essence, the stated rules to the games that are played. If individuals are to succeed, they must become well versed in both the formal as well as the informal rules of the department.
Then there’s the informal organization. This is where the actiok takes place, and under which the majority of the work force operates. A separate game is played at this level, and rules are made by each position of power in the chain of command. Games played by the informal organization are by far the most agonizing for the rookie and for any veteran who has not learned the game rules.
The informal organization operates in the gray areas of the formal organization’s rules, and interprets these rules to their advantage. Formal policies are generally flexible, written so as to allow staff and line officers to use discretion in dealing with the unexpected. The firefighter must learn the rules and how they are applied by individual officers in specific situations. For example, why is it that certain individuals always pull unpleasant details, such as having floor watch (answering telephones, doors, logging alarms, etc.) more than others? These firefighters have not learned the rules of the game or have failed to follow the rules that impact the informal organization.
The psychological or emotional organization is the third organization that entwines itself within the fire service. This organization is often unpredictable, as it deals with issues like salaries, disciplinary actions, and strikes. This organization too has rules, and one must become familiar with them to survive. Indeed, an individual could suffer crucial and long lasting emotional effects if he fails to follow the rules in this category. And because of the nature of the issues that effect the psychological organization, broken rules may follow an individual into the formal and informal organizations even after emotions subside.
Games are played at all levels; between chiefs and staff officers, as well as between captains, lieutenants, and firefighters. A fundamental rule: Don’t play the game out of category. A losing situation is apparent when a captain or firefighter plays the game with a chief officer. The subordinates may win a victory, but individuals will lose the game.
In analyzing the organizations that make up the fire service, one must realize where a large percent of the power resides. It does not lie within the formal organization, as the fire chief is far removed from the everyday operations of the department. Fire chiefs are administrators; they administrate over the formal organization. A fire chief may set direction, but seldom will he have the time to monitor the course of that direction. If the fire chief feels that an area is not getting the attention it should, pressure is applied and the informal organization will cater to his needs until pressure is relieved. Once the pressure is off, the informal organization swings back into action, placing emphasis where it believes the direction should be.
An analysis of the power structure, not of the authority or the chain of command, indicates that it is the informal organization that is in control of the power and influence of the department. A department’s programs must be carried out by the rank and file. Staff officers, who are in direct control of personnel on a shift basis can and often do influence the direction of the department’s programs. And if personnel want to climb the ladder of success, they must adhere to the rules of the informal organization, as supervising officers have the ability to retard one’s career goals.
In my 24 years with the fire service, working for various federal, state, and city agencies, I have been exposed to several fire chiefs and their individual styles and philosophies regarding how a fire department should be managed. Each creates the formal documentation that he feels will guide the department in the direction of his individual philosophy. Here again, formal rules and regulations do not control the actions of the fire department on a day by day basis, but simply act as general guidelines. And as the fire chief’s formal documentation filters down through the ranks, the informal organization and its staff officers will prioritize and emphasize those issues that suit their particular styles and directions.
Those fire chiefs who constantly struggle each time their plans and programs are readjusted, reordered, or redirected, fail to realize where the power lies within the organization. They often overlook the need to win over or gain support of staff officers, who are in control of the manpower or work force. Staff officer positions are normally occupied by individuals who have learned the rules of the game and play it well. The staff officer position is protected by grievance rights, and discipline or dismissal is rarely initiated.
On the other hand, the position of fire chief is rather exposed. Staff officers who fulfill their career goal and become fire chief often lose the perspective gained in their previous position. These same individuals were playing management games weeks and months before, and just because they move to a new department or are promoted to a higher position does not mean that the games stop.
Many new fire chiefs forget that staff officers are usually masters of the fire service game, and therefore it is critical to be honest and gain their confidence. The demands made upon today’s fire chief does not give him time to get involved in the day to day operations. So he must rely on his staff officers to promote and steer the department in the direction he has set. Staff officers must be involved in the planning process involving change if change is going to be successful.
It has been my experience that newly appointed fire chiefs often fail to study the character of the department. They fail to tap into the informal organization that runs the department. Remember, although the fire chief manages the department, it is the informal organization and staff officers who run the department.
Oftentimes, a newly appointed fire chief’s only experience has been his previous department. Never compare your old department with your new one. Each department has its own character and pride. Take the time to understand the department before implementing changes. Programs that are forced will only alienate subordinates, and if they take a passive roll in the implementation of programs, then the programs’ success will only be marginal.
Let me ask again, are you sure the position of fire chief is what you want? If so, remember that if you intend to run a department, you will most likely fail, as it is rare to find yourself in a position to control the informal organization. If your intent is to manage a department, however, never forget the importance of understanding and working with the concerns of subordinates so as to meet the needs of the department.
