BY EDWARD FLOOD AND ANTHONY AVILLO
The only constant in the fire, rescue, and emergency services is change. Fire is a physical phenomenon. The laws of physics have not changed. However, time, social tides, evolving technologies, hazard profiles, and population migration and densities are some of the forces that demand that fire, rescue, and emergency services continually evolve and change to meet the service needs and expectations of the populations served.
Book: Full Contact Leadership
Firefighters rarely welcome change. Human beings tend to be resistant to, and skeptical of, any kind of change. Anything that threatens the status quo of the work or the work environment is looked on with great suspicion. This may have to do with the fact that all change is not positive and that doing things differently does not always equate to doing things better.
With this caveat, introducing change and transformation must be done carefully, with great sensitivity, and in collaboration with those affected by the change. Fire service leaders must be well schooled in the correct methods of implementing change within their departments.
Five Steps for Implementing Change
Step One: Introduce the Change
The first step in introducing any change is to explain the proposed changes to all members and all parties (staff and line) who will be affected. Your explanation must answer the following questions:
- Who will be affected?
- How will the changes be implemented?
- What will the changes encompass?
- When will the changes be introduced?
- When will the changes take effect?
- Where will the changes be applicable (processwise and locationwise)?
- Why are the changes necessary?
Members must be told why change is necessary. Clearly explain why the change is important and what the intended benefits of the change are. When you inform those affected by the changes, be sure to do so with care. Anyone introducing change must have a clear understanding that change can only be effectively implemented when the parties involved buy into the program.
Make every effort to include as many people as possible in the planning and implementation processes. Opportunities for people to voice their concerns and contribute their thoughts, views, and opinions are key to successful program implementation. Ignoring this step in the process will undermine and dilute the results desired from the proposed changes.
Further, failure to prepare the organization for change will create implementation issues for first- and second-line supervisors, confusion and potential obstructionism on the part of the subordinates, and frustration at the top for those initiating the change. Bringing all parties together in a constructive, cooperative, and proactive manner will help with buy-in, easing the potential pain of transition.
Step Two: Create a Team, Make a Plan, Research, and Develop
Those who try to bring about a change by themselves will likely be driven out of town. No one can create or implement change by themselves. Smart leaders create enthusiasm and surround themselves with a team of go-getters who believe in the project and are willing to get the work done.
A huge part of this is using the art of delegation. To this end, a program manager must be assigned. You can view this person as a kind of “manager of change.” The team should consist of representatives of those who will be affected by the change and those introducing the change. Be creative here. Some changes require small transition teams as agents of change. Other kinds of changes may require larger groups from more diverse backgrounds.
If an external constituent is going to be affected, such as a program where firefighters install and check car seats, it may be wise to involve the fire department and also include and consult with someone from a child safety council organization, the American Red Cross, or AAA. Based on the change being developed, don’t overlook such information-rich organizations such as the PTA, the NFPA, citizen interest groups, AARP, the IAFF, and legal counsel. There is no limit to who can be part of a planning, research, and development team. It is based on the change being considered.
Remember that you don’t always need to recreate the wheel. Consult with other departments who have implemented the change you are looking to propose. One of the most information-rich sources is the Fire Engineering Training Community. If you are looking to propose a change, chances are there’s a department out there that’s already been through it and can be of great value as a sounding board; a pitfall-avoidance mechanism; and a source for policy, standard operating procedures (SOPs), and required program-related documentation.
A few years back, we were looking for a tiller program. A request was added to the community bulletin board and, in less than a week, we had nearly a dozen replies with members offering SOPs, training programs and drills, and support.
Step Three: Implement Change in Progressive Phases
Depending on time constraints, cost benefit factors, or the availability of support, change is best received when implemented in digestible chunks. Administering change all at once is a sign of nearsightedness, poor leadership, poor planning, failure to delegate, selfishness, mistrust in the organization, and the list goes on. Most change can be broken down into phases that can be reviewed, facilitating any required alterations along the way. Implementing change in phases allows for more effective monitoring and adjustment practices.
Breaking the change down into smaller parts will also assist in the planning, research, and development phases. For instance, if a new tool is being readied for service, the program supporting this change can be broken down into three areas:
- Creating a policy for operation.
- A schedule and directive for maintenance procedures.
- A plan for initial/refresher training.
Each of these areas should be headed by a group supervisor (just like the decentralization of the fireground). A job broken down is a job better coordinated.
To ensure a program’s success, it’s essential that you collaborate with the members who will be affected by the proposed change. You may try rolling out a pilot program where you select a group of employees to test the viability of the change before any large changes are fully implemented, which is extremely beneficial.
For example, the function of a new type of nozzle or other piece of equipment can be used by one or more companies. If only one piece of equipment is available, you can rotate based on a specific timeframe, say one month, for example, which may allow a larger cross section of the department to experience the tool while keeping the pilot program manageable. The pilot group can experience the benefits of the change and other employees will be able see the change operating in the real world.
Remember, buy-in equals success. Pilot programs can be beneficial to many potential programs and changes, such as internal changes or in an internal/external program where the public and the department may interact regularly when the program or change is implemented. An example of this may be a fire safety awareness program aimed at schools or senior citizens. In this case, involving one school or one senior citizen center may not only make the participants feel special in a groundbreaking change but also allows the department to better manage any issues that may arise while the program is still manageable.
Step Four: Monitor and Review the Change Process and the Impact of the Change
The entire change process must be under review from outset to completion. Those spearheading the change machine must be continuously monitoring those who are implementing the change. In fact, it’s useful to create an evaluation committee from the original development committee to gather and evaluate the received data. This activity largely helps in developing mechanisms of evaluation during the development phase, before implementation takes place. In this way, you will have already created a tool to help determine if goals are being reached, which will in turn guide the evaluation and adjustment process.
Step Five: Make Any Adjustments Necessary
Flexibility and the ability to take constructive criticism regarding the change are the marks of a true pro. Don’t forget why you proposed the change. Be cautious of getting personally attached to your ideas and the plan you envisioned. If you are too married to the change, you may not see weaknesses. Listen to the people who are involved with the program. Trust their judgment and allow them to give feedback on the ongoing adjustment, as required.
The only rationale for making a change is to improve a condition or situation. Therefore, it’s important that employees are informed as to whether the change has had the desired effects and what is to be done if further work is needed.
Change is challenging, and it’s a process of checks and balances or errors and successes. In the end, if you are mindful of the process and take the necessary steps as you begin to implement change, you will help your fellow firefighters thrive in protecting and serving our communities.
REFERENCE
Fire Engineering Training Community. Fire Engineering, bit.ly/3zfsNuU.
EDWARD FLOOD (1949-2020) retired in 2003 after a 30-year career in the fire service. Flood served North Hudson (NJ) Regional Fire & Rescue as deputy chief and chief of staff and oversaw the reorganization and regionalization of five municipal fire departments into the third largest fire department in New Jersey. Flood also held positions of platoon commander/division chief, retiring as chief of department. Flood was an associate instructor at the New Jersey State Fire College, a fire instructor at Bergen County Police and Fire Academy, and a founding partner of Study Group Inc., Fire Service Consultancy & Test Preparation Specialists. Flood also served the Weehawken (NJ) Fire Department as chief of operations, platoon commander, chief of fire prevention, arson & fire Investigation, chief of training, and special projects officer. In 2002, Flood received the Deputy Chief of the Year Award from the NJ Deputy Chief’s Association.
ANTHONY AVILLO retired as deputy chief of North Hudson (NJ) Regional Fire & Rescue after 30 years in the fire service. As an urban fireground commander, Avillo commanded fire and emergency operations in the most congested cities in the United States. He is the author of Fireground Strategies, 3rd ed. (2015) and the upcoming 4th edition and coauthor of Full Contact Leadership (2017). Avillo is the region 3 director of the ISFSI and retired director of the Monmouth County (NJ) Fire Academy. He is a member of the Fire Engineering/FDIC Editorial Advisory Board and was the recipient of the 2012 ISFSI George D. Post Instructor of the Year Award. He has a B.S. degree in fire science and an M.S. degree in national security studies. Avillo is a level II NJ certified fire instructor and speaks around the United States on such topics as command and control, leadership, building construction, fireground strategies and tactics, and operational safety.
