Fire and Rescue Incident Command: Systems, Skills, and Decision Making, Exams of Communication

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The Foundation

for Incident Command

Contents

Introduction

Fire and rescue service responsibilities

Selection

Effective selection process

Command skills

Introduction

Leadership

Leadership and organisational culture

Operational team effectiveness

Situational awareness

Command decision making

Operational discretion

Incident commander communication

Personal resilience

Organisation at an incident

Introduction

Roles and responsibilities

Interoperability and intraoperability

The command team

Structuring an incident

Cordons

Firefighter emergencies

Additional command considerations

Safety management

Introduction

The Firefighter Safety Maxim

Risk assessment at an incident

Tactical mode

Emergency evacuation and tactical withdrawal

Safety organisation on the incident ground including risk information

References

Introduction

This document is designed to complement and support the national operational guidance for

Incident Command which is intended to assist policy writers in each fire and rescue service

in producing their local policies or guidance for incident command. This accompanying

foundation document is aimed at all fire and rescue service personnel to provide the detail

required for assertive, effective and safe incident command to be practised and applied.

The two documents may be viewed in conjunction with each other.

This foundation guidance supports fire and rescue services to put in place a robust

emergency response for incident command. It is an essential guide for safe systems of work

required at incidents and provides essential reading for all fire and rescue service operational

personnel, including firefighters and control room operators.

Fire and rescue services must make suitable and sufficient arrangements to ensure that

they have systems and processes in place to prepare incident commanders at all levels

to understand, interpret and apply the incident command system appropriately to every

incident. This foundation guidance describes the requirements of an incident commander.

The incident command system provides the incident commander with a clear framework

to structure, organise and manage an incident. It can be adapted to all sizes and types

of incident and will help them deploy and utilise resources in an efficient and safe way.

The incident command system allows the incident commander to use health and safety

arrangements, including standard operating procedures, tailored to the characteristics of an

emergency. This helps the incident commander to achieve an appropriate balance between

the benefit of undertaking planned actions and the risks associated with them.

Operational response is hazardous and firefighters respond to thousands of incidents each

year. Some incidents may need only simple actions and procedures to deal with them

effectively and safely as risks are low. Others are more challenging and may quickly increase

in size, complexity and duration.

“ At every incident, the greater the potential benefit of fire and rescue actions, the greater the risk that is accepted by commanders and firefighters. Activities that present a high risk to safety are limited to those that have the potential to save life or to prevent rapid and significant escalation of the incident.“ This is the firefighter safety maxim. Front cover image: Courtesy of Lincolnshire Fire and Rescue

Selection

Incident commanders need to possess cognitive and interpersonal qualities, as well as technical knowledge. Together these are critical for assertive, effective and safe incident command. Robust selection processes are necessary to identify suitable personnel to be developed for the role of incident commander.

Effective selection process

Fire and rescue services must identify the knowledge and skills that they require in an incident commander and should consider the most appropriate way of selecting personnel for incident command roles. This should include suitable and sufficient systems to identify individuals for command roles, including a practical assessment of their command skills. The CFOA Command Training, Assessment and Qualifications Fire and Rescue Service Guidance provides further information that may assist when developing a selection process for incident commanders.

Command skills

Introduction

Command skills are the cognitive and interpersonal qualities critical for assertive, effective and safe incident command. To apply them, incident commanders should be able to understand the situation as it unfolds. They should be able to:

• Identify and prioritise problems and develop a plan to resolve the incident

• Communicate this plan to others

• Co-ordinate and control activity in line with their plan

• Display the leadership needed to resolve the incident and operate effectively under the

pressures of an incident

As well as having technical knowledge, an incident commander should possess command skills to underpin their judgements, decisions and behaviours. This section draws on research and incident ground observations that have helped identify the command skills necessary for incident commanders. There are four levels of command, which are underpinned by command qualifications that apply to the fire and rescue service. The CFOA Command Training, Assessment and Qualifications Fire and Rescue Service Guidance provides further information. Command skills are complex in nature and can be developed with understanding and practice. It is essential that fire and rescue services prepare and develop incident commanders to use these skills effectively when commanding an incident. This includes providing appropriate opportunity for practice under realistic pressures. As part of the incident or training debrief process, the incident commander should seek feedback on their performance in resolving the incident. This allows them to identify best practice and where they can make improvements in the future.

Leadership

Leadership is an essential element of an incident commander’s role in resolving incidents. At an emergency, personnel in the fire and rescue service, people from other organisations and members of the public will look to the incident commander to lead and resolve the incident. They expect the commander to be calm, confident, decisive and professional. Commanders should be able to apply the most appropriate leadership behaviours, technical knowledge and command skills to resolve an incident. An important element of this includes the need to give others confidence in the leader. This can be described as command presence and incident commanders should always consider the impression they are creating. Incident commanders will lead others in dynamic and complex environments. They should be able to instil confidence and inspire others to help resolve the incident; recognising individual contributions whilst building and encouraging trust. People who are led well at an incident will invariably be willing, motivated and committed. The incident commander is responsible for leading the incident to a successful conclusion, but they cannot be responsible for making all decisions or supervising every detail of an incident. For this reason, incidents are often divided into sectors and functions. Each person who commands one of these will also need to show competent leadership skills.

Effective leadership occurs when others follow or respond to the instructions and plans the leader sets. In the context of incident command, effective leadership is more than exercising authority and power. The way in which a leader behaves will influence how others respond. A positive relationship will improve the performance of the team, which can contribute to improved safety. Effective leaders have interpersonal qualities that make them more likely to achieve the best from others. The incident commander’s success is heavily dependent on their leadership knowledge, skills and attributes. Trust and confidence between the incident commander and crew member are essential. A key skill of a leader is motivating others to resolve an incident. There are many different leadership styles. Commanders are most likely to maximise performance by recognising that no single leadership style is ideal for all situations. Leaders will need to adapt their style to the situation they are faced with. They should consider the following before adopting the appropriate style:

• The level of risk
• How fast the incident is developing
• The type of incident
• The competence of the team
• The experience of the team An effective incident commander also relies on good command skills to enhance the way in which they lead and command an incident. These skills are as important as their operational knowledge. All personnel at the incident should take personal responsibility for the way they act, to ensure the safety of themselves and others and to achieve the objectives set out by the incident commander. Personnel should be supervised. Incident commanders must gauge the level of supervision on the hazards and risks present. The greater the risk to operational personnel and others, the greater the degree of supervision required. This may be by direct or remote observation and monitoring; an example of this is breathing apparatus entry control. The incident commander should ensure that the people they lead are appropriately briefed on the tasks and any hazards and risks they face. The briefing may also highlight the safest way to complete the task. They need to apply effective communication and confirm that people understand the brief. As crews work on their tasks, new information about hazards and the risks they present may come to light. As the incident commander may not be aware of this information, they rely on each person to undertake their own risk assessment. New information may affect the incident plan and the safety of people operating in that area, so it is important that personnel are aware of their responsibilities for identifying hazards and assessing risks to influence their actions and undertake a personal (individual) risk assessment. The new information must be relayed to the incident commander in a timely manner. The way a leader behaves will significantly influence others. Equally the way that individuals and crews behave will influence the way a leader responds. Incident commanders should be aware of this relationship. They should encourage effective responses and understanding from others to help support their leadership. The leadership relationship exists at several levels involving the incident commander, the command team, crews and other agencies. For instance, a sector commander will be led by the incident commander but at the same time be the leader of crews in their sector.

Leadership behaviours

The following set behaviours are representative, but not exclusive. Being self-aware An incident commander should be aware of the impact of their actions and behaviours on the people they are leading. Being self-aware can help them maximise team performance. They should be able to control and adapt their behaviours because they are aware of how these might be received. Commanders should also be aware of the way in which behaviours of others can influence their own responses and behaviour and ensure they control their reactions. It is important to be aware of and manage pre-conceptions that might influence the way the leader or others respond. Displaying and instilling confidence A leader should be aware that others at an incident take direction from them. Personnel will respond positively to a confident leader, which will improve the team’s performance. They will also detect negative behaviours such as panic, insecurity or uncertainty. In both cases it will affect how crews respond to the situation and to a leader’s instructions. Feedback should be provided to the incident commander. This makes sure everyone has a shared and realistic view of what is likely to happen. Stress can reduce an individual’s capacity to process information. Displaying and instilling confidence makes personnel less anxious. Individuals should be able to ask for help or assistance when they need it. Demonstrating and fostering trust An incident commander needs to lead people in challenging and potentially dangerous circumstances. Trust between the incident commander and the crews they lead is essential. They should consider the impact that the characteristics of the incident and the tasks that need to be carried out have on crews and members of the public. Trust is also likely to reduce anxiety which is known to reduce people’s capacity to process information. Fostering two-way communication The way an incident commander behaves will affect whether crews believe there is two-way communication. It affects how likely they are to share critical information. Two-way communication does not always mean an opportunity for lengthy debate. The incident will influence the style of two-way communication. This concept applies at all levels on the incident ground. Effective communication at all levels builds a shared situational awareness. It is this which underpins the identification of objectives and the development of operational plans. Understanding the use of authority An incident commander should be aware of and adopt an appropriate leadership style. This is the style which gets the desired response from others. Some situations will require a more authoritative style of leadership, whilst others may permit a style with greater interaction. The incident commander should be aware of the way in which these styles are likely to influence people. They should adopt the appropriate one for the given situation. Equally, others at an incident should understand that a leader may need to vary their style to achieve the best outcome. Setting expectations and standards Personnel and crews look to the incident commander to provide vision, a set of clear objectives and set an appropriate tempo to resolve the incident. It is important for the leader to make clear what they expect in terms of standards, role and outcomes. This could include compliance with essential standards, such as standard operational procedures, levels of personal protective equipment (PPE) or the manner in which a task is carried out. The incident commander sets these standards and expectations, but everyone remains accountable for achieving them.

Some pieces of this jigsaw come from direct exposure, for example, to events that can be seen or directly experienced at the incident. However, an incident commander may not have all of the information available that they need to form a full and accurate picture. Other pieces of the jigsaw come from memories of similar events, assumptions or communications with others. These elements combine with the information that is directly available to create a mental picture. Therefore it is important for incident commanders to constantly monitor their situational awareness, and verify the accuracy of any assumptions that might underpin their understanding of the situation. A person’s mental picture of an incident is made up of many sources of information. They are interpreted into a coherent picture in a way that makes sense to them in the current circumstances of the incident. It is important to consider the relationship between the information that was reasonably available and how the conditions have affected a commander’s ability to process it. The working conditions at an incident may affect their ability to process information. For instance, the amount of information they need to process, the tasks they are involved with and the amount of stress they are feeling all take up part of a commander’s capacity to process information. Evaluations of operational decisions, whether post incident or in a training environment, should take this relationship into account. Good situational awareness is essential as it underpins operational decision making. Decision makers, both incident commanders and firefighters alike, make decisions based on their perception of the situation and their perception of the problem. For decision making to be effective, it is necessary for the incident commander to put in place the means to continuously monitor the environment to detect changes, and to ensure their understanding of the situation remains accurate, for example, an appropriate command structure and communication network.

Stages of situational awareness

There are three stages of situational awareness: Information gathering The incident commander will gather information from a variety of sources to gain accurate situational awareness. They use it to develop their mental picture, monitor changes and track progress. The information will relate to the incident as a whole, the task itself, available resources, and hazards. Incident commanders should be aware of potential sources of information such as:

• Communication: with team, other agencies, specialists, people at the scene, fire control
• Surveying the scene: information from what they can see, hear, smell and touch
• Site specific risk information: sources from pre-planning, or available at the scene Incident commanders also need to understand why they may fail to gather information correctly such as:
• Information is incomplete or unavailable
• Distractions causing information to be missed
• They fix their attention on an element of the situation, so they miss other information

(tunnel vision)

• New information does not fit with their current view of the situation so they ignore it (confirmation bias)
• They fail to scan or re-scan the incident scene to gather information
• Information is difficult to detect
• Misperception or misunderstanding information
• Poor communication from others Understanding information After a commander gathers information, they will process it and extract the meaning. This helps them form an understanding of the situation. They will integrate this information with knowledge and memories, which may include:
• Experience of the same or similar premises or locations
• Experience of the same or similar situations
• Assumptions
• Expectations
• Mental models: - Knowledge structures formed from previous learning. In this context, it is a file of information stored in memory that represents a combination of cues and their meaning. For example, an incident commander may have a mental model of how to resolve a type of incident, or how to operate a piece of equipment. - Combinations of cues or pieces of information may activate a previously formed mental model. When a particular mental model activates, it maps out what they expect to happen and typical actions or responses. - Activating a mental model may also lead the incident commander to direct attention to information relevant to the situation. This has some benefits. It saves time and frees up mental capacity to process information. However, it can also lead to neglecting other pieces of information that might prove to be important. It may also lead to confirmation bias. Experience, context and assumptions can supplement or distort an incident commander’s interpretation of the scene. Anticipation Incident commanders should be aware that they use their understanding of the situation to anticipate what is likely to happen next. For example, how the situation might develop and the consequences of their actions. This means it is vital that their interpretation reflects the actual situation as accurately as possible. This is the highest level of situational awareness. It allows the incident commander to effectively plan their operational activities by understanding how the situation is likely to develop and predicting what impact a particular intervention might have. This helps the planning process ensure the right action is taken.

Maintaining situational awareness

Insufficient situational awareness may lead to commanders potentially overlooking information when they make decisions. It may result in a failure to revise a decision that has already been made in light of new information that does not fit the incident commander’s perception of the situation. This is known as confirmation bias, as attention is biased only to information that confirms the current view of the situation. Other information that is highly relevant to the actual situation might be ignored if it does not fit with this view. This may adversely affect the way in which the risk picture posed by the incident is communicated in safety critical briefings and when command is transferred. Understanding the relationship between the information that was reasonably available to an incident commander at the time and the impact of the conditions experienced by them on their ability to process information is of particular importance when investigating bodies consider operational decisions.

Effective situational awareness

Effective situational awareness ensures that the interpretation reflects the actual situation. This is critical for making appropriate decisions and predicting the likely effects of activities. The following may assist effective situational awareness: Clear briefing Clear, accurate and timely briefings to and from the incident commander will help to ensure people share up-to-date information. Minimising distractions during critical tasks This may help to reduce demands on mental processing capacity. Effective organisation at an incident can assist with reducing distractions. Appropriate spans of control Can reduce the likelihood of becoming overloaded with information by delegating responsibility for certain areas or tasks. Delegation allows the incident commander to maintain an overall view of the situation. Maintaining good lines of communication is vital. They ensure people exchange accurate, relevant and timely information. Regular review Incident commanders should regularly compare their mental picture with cues and information from the current situation to ensure their situational awareness remains accurate to maintain accurate situational awareness and detect changes. Self-awareness of stress and fatigue The incident commander should be aware of the signs and symptoms of excessive stress. Stress and fatigue may impair situational awareness and they should take appropriate action to manage the impact on people. See Personal Resilience.

Factors that affect situational awareness

Incident commanders should be aware that some factors which might affect situational awareness are: Location of incident command point Its siting and the potential scale of the incident scene may prevent visual cues from the incident being seen. Limitations of human perceptual systems Human perceptual and memory systems are not infallible. A strong focus on one part of the situation, or element of the environment, can lead to other sources of information being neglected or missed. Stress Anxiety and stress take up part of a person’s mental processing capacity. They can distract attention from the situation. They can also reduce available capacity for focusing on and understanding information. Neglecting important information or not processing it properly may lead to an inaccurate mental picture of the situation. Fatigue Can reduce mental processing capacity. As with the effects of stress, this can reduce the capacity available for processing and making sense of information. Information overload Can be overwhelming. It can take up mental processing capacity, leaving less to focus on and understand the wider situation. Automatic actions A cue might automatically cause a certain response. Automatically responding to an element of the situation may not always fit with the required overall incident response. See Intuitive and Analytical decision making. Tunnel vision Under some circumstances attention may become unduly focused on some elements of the situation, rather than looking at the incident as a whole. This is known as tunnel vision. Confirmation bias Under some circumstances, attention is focused on information that confirms a current interpretation of the incident, neglecting information that does not fit. Mental model The wrong mental model may be activating, the correct one is activating but it may be a poorly formed mental model, there might not be a relevant mental model, or there is too much reliance on some features of the model.

Reaching a decision

Incident commanders need to have the ability to make sound decisions based on the elements that make up an incident, as well as having an accurate overall interpretation of the incident. This leads to effective, assertive and safe incident command. Decisions are made throughout an incident and involve:

• Deciding what the problem is
• Assessing risk
• Identifying and prioritising objectives
• Deciding tactical priorities
• Developing a plan that gets from one position to another There are a number of ways that incident commanders may reach these decisions. They can be broadly grouped into two main categories. These are:

Intuitive decision making

These are rapid, reflexive processes that are experienced as relatively automatic. Some decisions can be very reflexive. Such intuitive processes are fast and are usually invoked without consciously thinking. They may be driven by cues and clues that can automatically and directly trigger a decision or response. Commanders can react to elements of the situation, such as the cues and clues that act as triggers. This might be via Conditioned Processes (CP) or a Recognition Primed Decision (RPD) approach. A conditioned connection is very automatic, so does not involve explicit planning. This means that the rationale is not considered at the time, making it difficult to articulate the reasons that action is taken. Recognition primed decision making is a similarly reflexive process whereby elements of the situation may prompt the commander to recognise, remember and select the responses they made to similar situations in the past. Because this process is also fast it feels like an automatic response. There is little conscious deliberation. Recognition primed decision making processes may be useful for decision makers operating in a relatively familiar and routine situation. Such processes are less likely to be useful at more novel or unusual incidents where there may be less experience to draw on. Incident commanders should also be aware that because recognition primed decision making involves matching cues from the current situation to one that the decision maker recognises, it might encourage the decision maker to look for evidence to support their interpretation of the situation. The actual situation may not reflect the interpreted situation. An incident commander should be aware of these possibilities and should consider using decision controls before they implement a decision. See Decision controls. This will help them avoid decision traps. See Decision traps. These processes apply to all decision makers on the incident ground. They have equal importance for a firefighter wearing breathing apparatus who chooses what to do next, to an incident commander developing their plan. Although the method of decision making is not always a conscious choice, it is important for commanders to be aware of the processes that might drive their decision making. They should be aware of the potential decision traps. See Decision traps. Decision controls should be used. See Decision controls.

Decision making in the operational context

Fire and rescue services need incident commanders to operate in a complex decision making environment. This environment is uncertain, with competing demands and problems that can affect many aspects of the scene. To resolve the incident, incident commanders should:

• Understand their starting position
• Know their desired end position
• Develop a plan that gets from one position to the other To do this well, all decision makers should understand the factors that are likely to influence the way they make decisions. They should be aware of the potential decision traps. See Decision traps. See incident command research papers.

AR

(Ultra Fast)

RPD

(Fast)

AD

(Steady

State)

Cue Cue Cue Decision

Recognise

Memory

Knowledge

Experience

Recognise

Memory

Knowledge

Experience

Analyse Options Rules New solutions Intuitive Decision Making Analytical Decision Making

Analytical decision making (AD)

These more reflective processes involve a greater degree of conscious mental effort. Here, the situation is analysed. The commander may draw on their knowledge, memories and experience that relates to the situation or problems faced. They will then consider what to do. They might use a rule based process (for example, standard operating procedure) compare and evaluate possible options, or create a completely new solution to an unfamiliar problem.

Emotional factors Anxieties over: Accountability Public scrutiny Peer scrutiny Legal scrutiny Experiencing/ anticipating negative emotions Trust Complacency Cognitive factors Mental capacity Competence Confidence Technical expertise Risk perception Distraction Information overload Understanding of role Uncertainty of options Multiple goals Incident goals Organisational goals Other agency goals Competing priorities Organisational factors No clear policy Policy too restrictive Organisational culture Safety culture Organisational risk appetite/risk aversion Situational factors Time pressure Moral pressure Stress/fatigue High stakes Uncertainty Accuracy of information Missing information Changing environment Ill-structured problems Familiarity with situation or specific premise The table below shows some factors that might influence decision making in the operational context: Factors in the operational context, such as high pressure situations, may affect the way people reach a decision. In particular, analytical decision processes that are relatively reflective need more time and mental effort than other processes. It takes time to evaluate and select a course of action. Analytical processes can be more susceptible to the effects of excessive pressures and they reduce the capacity for mental processing. There is more information on the effects of excessive pressure and stress in Personal Resilience.

Decision traps

A decision trap can be described as a thought process that can lead to a situation going wrong. There are a number of decision traps that may make decisions in the operational context less effective. Decision makers should be aware of these and should apply decision controls to guard against unintended consequences. See Decision controls. Examples of decision traps include: Decision does not fit with the objectives, tactical priorities or incident plan One of the pitfalls of some of the more reflexive, intuitive process is that sometimes the planning processes are by-passed. This means that an action might be intuitively or automatically implemented without considering the actual incident objective, goal or tactical plan. There may be times when the response they select might not fit with achieving the wider goal for an incident. Decision made on the basis of part of the situation (such as a cue or a goal) whilst not taking account of the overall picture A great deal of decision making occurs on the incident ground, from crew members to those with commanding roles. The operational context is complex and there may be a requirement to make decisions on a wide variety of issues. There are times when decisions are made that relate to very narrow or specific elements of the situation, such as a particular cue or goal. However, there is a danger of unintended consequences if decisions are made on these elements in isolation, without considering the impact on other activities, objectives or the incident as a whole. Decision is based on the wrong interpretation Poor situational awareness can lead to an interpretation of the incident that does not match the reality of the situation. A decision then made on the wrong interpretation may lead to unintended consequences. Decision aversion Decision aversion is a failure to make a decision. High risk, high pressure and rapid change can create uncertainty about what to do. Decision makers may also be uncertain about possible alternatives and consequences. This may be challenging if the stakes are high and they have to choose what to do. For example, a commander must make a timely decision to determine if they are operating in either offensive or defensive mode, as there is no default tactical mode. Excessively focusing on accountability and scrutiny can make decision aversion worse. They may develop an excessive focus on potential negative consequences rather than the tactical concerns of the incident. Sometimes this may show as risk- aversion with a focus on self-protection rather than making an operational decision. They may not make a decision or seek to refer decisions to another decision maker. Fire and rescue services should be aware that their organisational culture may affect decision aversion. Failure to actively monitor and review Decision makers may not be aware of the progress of an incident. If they fail to monitor and review the impact of their decisions, it can affect their situational awareness. If they are not aware of progress it’s difficult to make good predictions about what is happening. It also makes it harder to understand how the situation might develop. Intuitive Decision Making Mental effort and time needed Low High High (^) Low Resilience to effects of pressure Analytical Decision Making

Incident information:

• What is the current situation?
• What has led to the current situation?
• How might the situation develop? Resource information:
• What resources are available?
• What resources are needed to deal with the current situation?
• What resources am I likely to need if my predictions about the incident are correct? Consider:
  • (^) People
  • Equipment
  • Specialist skills
  • Other agencies Risk information:
• What are the hazards?
• Who is at risk?
• What is at risk?
• How can the hazards be controlled?
• What are the potential benefits of a course of action?

Plan

When forming a plan the commander should understand the current situation and the desired outcome. From this they can identify their objectives and develop an incident plan. Objectives:

• What are the incident objectives and goals? Tactical priorities:
• What are the tactical priorities? Operational tactics:
• What are the operational tactics? (considering standard operating procedures and, where

necessary, operational discretion)

• How are people going to achieve them?
• Who by? Sector commander, other fire and rescue service crew, other agency?
• With what? What resources do they need?
• Where? What locations?
• What do I expect to happen and by when? Decision controls Decision controls are designed to help guard against decision traps that might occur as a result of the type of decision process people naturally adopt in a situation. Before moving to the action phase, decision makers should use decision controls. They can do this as a fast, mental check or use them as part of a briefing. See Decision traps. Decision controls are a rapid mental check that asks:
• Why am I doing this?
• What goals does this link to?
• What is my rationale?
• What do I think will happen?
• Anticipate the likely outcome of the action, in particular the impact on the objective and other activities.
• How will the incident change as a result of this action, what cues do I expect to see?
• Is the benefit proportional to the risk?
• Consider whether the benefit of our actions justifies the risks being accepted. Decision makers should make good, fast use of decision controls at incidents where risks are high and time is short. This means they need to practice using decision controls until they are second nature. The best way to practice is for decision makers to use decision controls at all types of incident. Repeated use will make them more effective. Action This phase involves implementing the decisions that have been made. Where feasible, decision controls should be applied before this phase, or as soon as possible afterwards. This applies whether decision makers get to action from planning or directly from situation assessment. See Decision controls. Communicate Communicate the outcomes of the decision assertively and effectively. For example, this may be to issue instructions and share risk-critical information. It may also be to provide updates on the situation, on progress or detail about what is happening at an incident. See Communication. Control Control how the activities are implemented to achieve the desired outcomes. Consider delegating responsibility where this will help increase or maintain control.

Active monitoring

The commander should be actively monitoring the situation, including information on progress being achieved against that expected. This ensures that their awareness remains an accurate reflection of the actual situation. They should consider whether their tactics or incident plans are suitable, sufficient and safe. They should consider and question any areas of uncertainty, especially where they have made assumptions. Operational assurance or active incident monitoring arrangements, can aid commanders in maintaining accurate situational awareness. Progress information:

• Actual progress: what progress has actually been made?
• Expected progress: how does this compare to the expected progress?
• Predicted progress: what further progress do I predict? If I compare what happened to

what I thought would happen, what do I now predict?

Joint decision making

The Joint Emergency Services Interoperability Principles (JESIP) Joint Decision Model is a method responders have agreed to use at multi-agency incidents. The diagram below shows how the decision control process supports the JESIP Joint Decision Model; in particular the element of ‘assessing risk and developing a working strategy’. It helps to feed information into the Joint Decision Model, and can be used as a process to plan and implement activities to achieve the fire and rescue objectives that have been agreed collectively using the Joint Decision Model.

Gather information

& intelligence

Identify options

& contingencies

Consider

powers, policies

& procedures

Working

Together

Saving Lives,

Reducing

Harm

Assess risks

& develop a

working strategy

Take action

& review what

happened

Joint Decision Model

Factors that affect joint decision making

There may be numerous situations when a team of people will need to reach a decision to achieve a common goal. Examples include a command team, a tactical co-ordinating group, or a crew working together on part of the operational plan. Often, teams will feed information to a leader who will make a decision for the team and control activities. But at times a crew may make decisions remote from their incident commander. For example, decisions made by a BA crew in relation to their task. Joint decisions are based on more than one perspective. The incident commander should be aware of this and the following factors which can affect joint decisions: Poor communication Team members may not communicate the right information to have a shared understanding of the situation. Terms may be misinterpreted or have different meanings to individuals. Clear briefing and communication between teams will help to avoid conflicts in understanding and what teams expect to happen. Group think On some occasions the group can suspend rational judgement to maintain group cohesion. People may set aside their personal opinions and adopt the opinion of the group. An example may be a team accepting an inappropriate proposal without challenge, or being hesitant to contradict their team leader with valid information. People who are opposed to the decision may remain quiet to avoid affecting the dynamic of the group, or their own status within it. This helps to feed information into the JDM process, and as a process to plan and implement activities to achieve the fire and rescue objectives that have been agreed collectively using the JDM For further information on the Joint Decision Model and how to use it see the JESIP Joint Doctrine.

Situation Assessment

Incident information Resource information Benefit and risk information

Plan

Objectives Tactical priorities Operational Tactics

Decision Controls

Action

Communication Control

Why?

Expectations?

Benefit vs Risk?

Active monitoring Active monitoring Active monitoring

Forms of communication at an incident

Different forms of communication are used at incidents and include: Verbal Most communication at incidents is verbal, either directly or through radio communications. Incident commanders should be aware that verbal communication is important for building a common understanding for teams to complete tasks. Non-verbal People are constantly communicating, even when not using words. Non-verbal communication can be used to complement or reinforce verbal communications and is also a major signal of emotional state. This may be intentional or non-intentional. Non-verbal communication may include:

• Facial expressions and eye movement
• Body movement and gestures
• Voice characteristics and qualities The manner in which an incident commander communicates verbally and non-verbally with others influences the development of relationships and the creation of a positive team working environment. The incident commander should consider how their non-verbal communication is likely to be perceived when commanding an incident. It should be consistent with their message, which is important when briefing crews or liaising with other agencies. Non-verbal communication is particularly important when interacting with members of the public in an emergency situation. Written When written information is captured on the incident ground, care should be taken to ensure it is accurate, clear and relevant. This may involve a variety of personnel from a command support team member, to a loggist who will contemporaneously record the decisions and conversations of an incident commander. Close attention by the incident commander to the written records generated is essential to avoid misunderstandings. Electronic Mobile data terminals, computer-based command support systems, digital cameras, and mobile telephone devices may provide an incident commander with visual as well as written information about an incident; for example via a helicopter downlink, risk database, or social media websites. Equally, such systems may permit an incident commander to share information with members of the command team, colleagues from other agencies, and personnel remote from the incident. When visual information is communicated in such a manner it is important for the receiver to understand the context surrounding it to avoid misunderstanding; for example, the meaning of symbols on a plan, or the nature of materials involved in a fire determining the operational tactics on view. Having visual and other electronic information does not mean that other forms of communication are no longer required. Just because an incident commander has sent pictures of the incident via an email to a remote colleague does not mean that a shared understanding of the situation has been achieved. Such information must be supported by verbal or written communication to ensure the context and message an incident commander wishes to convey is understood. Security of the IT networks over which such information may be transmitted and received is vital to protect against sensitive information from reaching unauthorised individuals.

Effective communication

Effective communication is when information has been exchanged and is understood in the way it was intended. Quality, relevance and clarity of interpersonal and radio communication is essential, for example when relaying information on the incident ground and to fire control. See National Operational Guidance: Operations. Effective communication: Is clear Avoid ambiguity by using commonly understood terms. This is especially important when working with other agencies. Remember that for other agencies some terms might have different meanings. Is relevant and concise Keep communications to the point. This is essential during high pressure situations. Incorrect information can overload the receiver and the meaning can be lost; information should only be exchanged with relevant individuals. Is timely Communications should be made at an appropriate point in time. To avoid distractions from critical tasks consider how urgent the information is and the current task demands of the receiver. Is understood This prevents misunderstanding and differences in shared situation awareness. Questions assumptions Both senders and receivers of information may have assumptions about the information. Incident commanders should question and clear up assumptions. This will help to make sure what they say is what the other person hears and understands. Is assertive There is a clear benefit to being assertive to clarify meaning and test assumptions. Both confidence and status can affect the ability to be assertive under pressure. It is important for an incident commander to be able to distinguish between being passive, assertive and aggressive. If an incident commander is passive, they may fail to represent their views effectively so that others take note of them. Where an incident commander is aggressive, they can ignore the views of others, be defensive and act in a superior manner. However, an assertive incident commander will respect the views of others and remain objective. Features of assertiveness are asking questions to acquire information, and advocating a particular point of view. Encourages effective listening The environment at an incident can make it more difficult to communicate. Noise, adverse weather conditions and heightened levels of activity can be distracting and make listening difficult. It is important to concentrate on content rather than delivery as pre-conceptions about the status of the person who is communicating may also affect listening. Incident commanders should not interrupt or complete the sentences of the other person. They should be supportive and patient with them. To listen actively, an incident commander should adopt positive body language, make eye contact, ask questions and paraphrase. Matches words and behaviours People are constantly communicating, even when not using words. When verbal and non-verbal messages match, it helps people to make sense of the message. For example, a calm approach reinforces a reassuring message.

Barriers to communication

There are many barriers to communication, which may lead to misunderstandings that impact on the effectiveness and safety of incident operations. The table includes examples of barriers to communication: Form of communication Barriers to communication

Verbal • Remote from receiver

• Inappropriate language
• Language difference
• Inability to hear
• Noise
• Interference
• Distraction
• Poor listening skills

Non-verbal • Emotions

• Incongruent body language (to nature of message)
• Lack of body language (remote from communicator)
• Voice level
• Status
• Culture
• Stereotyping
• Discrimination

Written • Language difference

• Poorly written script
• Spelling errors
• Punctuation errors
• Poorly formatted documents

Electronic • Hardware failure

• Software failure
• Communications network failure
• Over reliance on electronic communication

Personal resilience

Types of stress There are two types of stress that an individual may experience. Chronic stress Is a response to persistent, poorly managed pressures usually over a prolonged period of time. Such stress may lead to serious health conditions such as anxiety, insomnia, and high blood pressure. Acute stress Is a reaction to sudden, unexpected events such as those that may be experienced when working in a dynamic, high-risk environment when commanding an incident. Such stress will involve significant physiological and psychological effects akin to the fight, flight or freeze responses observed in animals. These will adversely affect an incident commander’s behaviour and distract them from commanding the incident, this in turn may jeopardise the safety of operations.

Causes of stress

People differ in the way stress can affect them. Some effects can be subtle changes from normal behaviour. There is no definitive list of behavioural indicators and the effects can differ between individuals. There are a number of significant factors associated with acute stress that may affect the incident commander and members of their teams. Even one team member who is affected in a negative way can be enough to affect the way a team functions. Incident commanders should be aware of the symptoms that suggest stress and pressure are damaging how the team works together. These include: Incident environment Pressure from the incident ground may include physical aspects, such as noise, heat, darkness and adverse weather. It may also include distressing scenes and moral pressure to take action. Uncertainty about the situation If an incident commander does not understand the nature of the incident, the hazards and risk associated with it, they may not be able to accurately predict the outcomes of their operational tactics. Consequently, the correct decisions and actions may not immediately be known. Workload management A high workload that is not appropriately managed can lead to a number of issues that undermine assertive, effective and safe incident command. For example, critical information may be overlooked, or the incident commander may become overwhelmed. This may occur when spans of control become too broad. Time pressure The need to take risk critical actions within a short time frame versus the resources and ability to undertake those actions. This may be because life-critical rescues need to be carried out, or in rapidly changing situations. Fatigue Physical and psychological fatigue can cause stress. See Coping with fatigue.

Impact of stress

Stress may lead to: Impaired situational awareness Impairments such as a narrow focus and becoming easily distracted may result in difficulties with scanning the scene. They may struggle to assimilate the information presented so they can understand the situation fully. Impaired decision making Failure to consider all of the relevant issues (due to tunnel vision) can lead to poor decisions being made. Impaired communication The negative behavioural and emotional effects of stress, such as anger and irritability, may make communicating clearly with others difficult. Impaired teamwork Poor communication is likely to impair teamwork, leading to a lack of shared understanding about the situation, objectives and plan. Team members may focus on specific tasks, rather than team objectives. Impaired performance Individual and team performance may decline due to stress, with an increased likelihood of errors being made. Impaired leadership Negative emotional responses are likely to be detected by others, and are known to elicit similar emotions. This can result in a breakdown of the relationship and confidence may be lost.

Managing stress

Fire and rescue services should prepare their incident commanders and operational personnel to function under stressful conditions. The following factors help build team resilience to stress: Awareness of stress indicators Team members and supervising officers should be able to identify the symptoms of stress that can be detrimental to their own performance and of others. Individuals should feel able to say when an overload of stress is impairing their ability to carry out their function without fear of stigma. Shared knowledge, understanding and expectations Lack of understanding can underestimate issues and risks. Critical information may not be shared if the perceived risk is lower than the actual risk. Training that familiarises team members and supervising officers with a range of roles and tasks likely to be encountered will strengthen understanding of the likely impact of a team member’s actions on the activity of others. Team flexibility and adaptation Factors such as time pressure and uncertainty can bring about changes to plans and activities to complete the task or achieve the goal. Teams that can adapt activities as the situation demands will be more likely to be effective in the face of situational pressures. Good team communication skills Stress factors can impair communication, leading to a lower level of shared situational awareness. Training that exercises effective communication in a pressurised operational environment can enhance skills and build resilience. Comprehensive knowledge base Developing a deep, broad knowledge base in relation to incident command skills and key operational policies can make the unfamiliar more familiar. Confidence Frequent practice of command skills under pressure may build confidence and resilience. Training should correct errors and build learning in line with standard operational procedures. It also builds confidence in the team because it helps them to behave in the way others expect.

Coping strategies during an incident

• Prompt detection, by being able to recognise the indicators of stress in self and in others,

will enable corrective action to be taken

• Standing back and taking stock, for example, if it is safe to do so, taking a moment to stand back and

review activities may relieve a feeling of being overwhelmed, which in turn, may help to process the

information and facilitate continued functioning

• Seeking support from others to confirm a perception of a situation is accurate and decisions are sound
• Requesting reliefs for commanders or staff undertaking tasks or functions, when it has been

identified that stress is harming a person’s ability to perform

Coping with fatigue

Fatigue is a physical and/or mental state of feeling tired and weak. Physical fatigue results in an inability to continue functioning at normal levels of physical ability. Mental fatigue affects concentration and thought processes. Although mental and physical fatigue are different, they often occur at the same time. Physical work and extremes such as temperature and weather can have an impact on crews. Incident commanders should be aware of the effects of fatigue on themselves and others, and ensure people are relieved appropriately. Some effects include: Signs and symptoms

Behavioural indicators • Less expressive communication

• Difficulty in expressing self
• Becoming withdrawn
• Reduced communication
• Irritability

Emotional indicators • Anxiety

• Panic
• Vulnerability due to loss of control

Physical indicators • Impaired motor skills

• Poor timing
• Failure of co-ordination Cognitive (thought process) indicators
• Impaired thought processes
• Difficulty in adapting to changes
• Lowered creativity
• Difficulty in making decisions
• Acceptance of lower standards of behaviour
• Overtly distracted by discomfort
• Neglecting tasks Incident commanders should recognise the effects of fatigue in themselves and their crews. They can manage the effects of fatigue by:

• Rotating crews

• Arranging welfare

• Providing reliefs

The right time for these arrangements will depend on the type of incident and its duration. Incident commander should take action before fatigue begins to reduce performance.

Organisation at an incident

Introduction

Incident commanders must be sufficiently trained, capable and knowledgeable to be able to effectively and safely organise resources to obtain the best resolution to an incident. It is the responsibility of all personnel, who may attend or are involved with an incident, to ensure that they are familiar with the requirements of the incident command system and that they can operate safely and effectively within it. This applies to those who will perform a command role and equally to those who will be operating under the command of others, including fire control. Incident command and support activities start on receipt of the emergency call to fire control and continue to the conclusion of the incident. See National Operational Guidance: Operations.

Roles and responsibilities

Operations on the incident ground should be well-organised and controlled. The incident command system provides the incident commander with a clear framework to help structure, organise and manage an emergency. It can be adapted to all sizes and types of incident and helps incident commanders to deploy and utilise resources in an efficient and safe way. The incident command system is a scalable and flexible all-hazards approach to operational management and organisation. The system’s design helps an incident commander manage and achieve their plan. It encourages a controlled and systematic approach to resolving incidents. It is not the incident command system which achieves this outcome. It is how the incident commander utilises it in support of their decision making together with their application of sound firefighting and rescue techniques. The incident command system will only be successful when applied with good command skills. See Command skills. The incident command system allows the incident commander to use health and safety arrangements, including standard operational procedures and tailored to an incident and its objectives. This helps to achieve a balance between risk and benefit. See the Firefighter Safety Maxim. At a more challenging incident it may be appropriate for a senior officer to assume command. However, it is more important to maintain continuity of command than automatically hand over command just because a more senior officer is in attendance. Transfers should be kept to the minimum needed to resolve the incident or manage welfare. Some factors which influence fire and rescue service policy on transferring command include:

• Service staffing levels

• Geography of the service

• Organisational structure

Incident commanders should be aware of becoming over-burdened and having too broad a span of control. This can lead to ineffective leadership, poor decision making and poor communications. See Situational awareness. Incident commanders should consider the issues of team dynamics to get the best from their team. See Operational team effectiveness. Incident commanders should apply the incident command system at every incident and it should be familiar to all personnel. At larger incidents, many fire and rescue service crews and officers will be operating under this nationally recognised system of work. Using common language and components prepares fire and rescue service for local, cross-border and national incidents.