“Broken Windows”

While reading an article1 about violence that occurred in Baltimore, Maryland, an observation about the “broken window” theory2 caught my eye: “If a window in a building is broken and is left unrepaired, all the rest of the windows will soon be broken.” Although that theory concerned sociology and police procedures in the United States, it provided for me an “ah ha” moment as I applied it to the fire service and the dynamics in the firehouse. A fellow firefighter can be that “broken window” in our fire stations, and doing nothing to “repair” him can lead to additional “broken windows.”

Think about your own department or station. Is there a firefighter who is difficult to work with or lacks respect for fellow firefighters and officers? Often, although this member is extremely knowledgeable and capable in his duties and abilities, his continued attitude or behavior regularly undermines the station officer and makes the work environment difficult and unpleasant. This member may give his input in a situation (whether it was asked for or not) that almost always reflects a better way to accomplish the goal (again, whether such advice was solicited or not). If the officer chooses not to use the firefighter’s suggestion, that member may choose to step away, become even less of a team player, and exhibit an even more questionable attitude.

The station officer may have to be more direct in confronting the firefighter. Unfortunately, in many circumstances, the officer chooses not to challenge the individual for many reasons. The officer may not want to engage in conflict or may be weak in interpersonal skills and can be intimidated or does not want to be the bad guy and document the firefighter’s continued behavior on paper.

Such firefighters are generally well known on shift, if not across the department, and the station officer does not look forward to working with them and knows it will be a long shift coming up. I remember many officers complaining and voicing their concerns about specific firefighters they worked with, yet they never documented their concerns or counseled the firefighters. Whenever asked why they did not do either, the officers commonly would respond, “I don’t want to be the bad guy,” or “The administration won’t back me up anyway.” The officers just rode out the problem for the shift and passed the problem off to another officer. But by choosing not to counsel a firefighter or document that person’s behavior or conduct, the station officers only perpetuate the problem. Regardless of the reason the officers choose not to deal with the firefighter, this firefighter is a “broken window” and, if left unrepaired, will affect the rest of the members in that station. Over time, each can become a “broken window” also. As long as the firefighter’s poor behavior or attitude goes unchecked, it directly impacts the rest of his crew, and most likely not in a good way. The officer generally knows there is a problem and deep down feels he should act to correct this problem but often may not have the skill set or the experience and confidence to fix this broken window before it gets worse. This is a case where the department administration must take an active role in training to help build the skill sets the officer needs as well as foster a mentorship program.

Station Officers Not Immune

Broken windows are not limited to the rank-and-file firefighter. Station officers are not immune to questionable behavior or lack of judgment. Their actions and leadership abilities are observed constantly by the personnel assigned to them or the members of their department. If an officer has a bad attitude, exhibits poor leadership, or is unprofessional in the station and out in the field, that officer is a “broken window,” and it will only be a matter of time before his conduct affects the rest of the station and breaks more “windows.”

Today’s fire service members-in particular, the fire officers, whether career or volunteer-have a difficult task adhering to and enforcing the many standards, operating procedures, and policies that regularly come down from administration. All too often, officers are ill-equipped to properly supervise and carry out their assigned directives. As a result, a situation occurring in the station or out in the field gets progressively worse if not handled quickly and correctly. It may end up affecting more personnel than just the one or two individuals originally involved.

The Force

The “broken window” concept can affect the newest hires and volunteers. As a career training officer, I provided orientation to the new hires, spending several weeks reviewing policies/procedures, equipment, stations, and so forth. During these weeks, I would discuss the interpersonal dynamics within the department. New members of the department arrive as shiny “unbroken windows” and, hopefully, will remain that way. These new members want to be part of the team, and they seek acceptance. During their time in orientation, I explain the “Force” that exists in the department, the individuals who move and exist in the department, especially those on the “dark side”-those “broken windows” who go unrepaired and, over time, influence the new members and start to pull them over to their side. These newest members (shiny new windows) will soon exhibit cracks; if left unrepaired, they will eventually become broken, too. I caution the new hires about whom they should choose to model themselves after and that they should observe and listen carefully to their would-be models before choosing the path they will take.

Repairing

Repairing “broken windows” can be the most difficult part. The longer the window remains broken, the more difficult it will be to repair. Early intervention for the problem or behavior is key. If it is a firefighter who is broken, the officer must act accordingly and timely.

Be the officer; be the leader. This may be done through counseling, open communication, and following department policies or procedures. The younger fire officers often ask, “What one piece of advice can you give that can help me perform my job as supervisor more effectively?” My answer is always, “Be fair and consistent with your decisions. You may not always make the right decision, but if you always try to be fair and consistent in your leadership and in your decision making, the members you work with will have greater respect for you, which will promote a more cohesive work environment.”

If it is an officer who is broken, not only does it affect the rank-and-file, but it is also a direct reflection on his superiors and their supervision and evaluation of that officer. Administration must acknowledge that a “broken window” exists and that more “windows” will be affected if the administration fails to act. Some fire administrations hope that the problem will “go away” or repair itself; that rarely happens.

Ignoring the “broken window” will only lead to greater problems. Like the problem firefighter and his direct influence on the other firefighters in that station, a problem fire officer will directly influence other officers. Just like the firefighters, company officers observe each other’s conduct and work ethic. “Why am I being held to a certain standard and he is not?” This is an all too-common question that the officer will ask a chief officer directly during an evaluation; worse, he may be thinking this afterward and not verbalizing it.

The administration must acknowledge that “broken windows” exist and know how many there may be. It then must offer the tools the fire officer needs to effect the repair. This can be accomplished through internal and external training resources. A myriad of training materials on interpersonal dynamics and problem solving is available to the fire service through books, DVDs, and instructors.

Through training and education, today’s fire officer and tomorrow’s leaders can be better equipped to handle difficult situations and personnel when encountered. Recognizing and repairing “broken windows” in your department can only produce a more cohesive, favorable, and productive work environment.

References

1. Taibbi, M. (2015) “Why Baltimore Blew Up.” Rolling Stone, Issue 1236, June 4, 2015. http://www.rollingstone.com/politics/news/why-baltimore-blew-up-20150526.

2. Kelling, GL and JQ Wilson. (1982) “Broken Windows.” The Atlantic, March 1982, http://www.theatlantic.com/magazine/archive/1982/03/broken-windows/304465/.

CHRISTOPHER NIEBLING is a retired fire officer with more than 36 years in the fire service. He is an operations deputy chief in the Mantoloking (NJ) Office of Emergency Management and a volunteer fire officer with Mantoloking Fire Company. Niebling is a managing partner of Ascend Leadership, LLC, and co-author of the DVD series The Right Seat (Fire Engineering, 2012).

Christopher Niebling will present “The Right Seat: a Volunteer’s Perspective,” on Thursday, April 21, 1:30 p.m.-3:15 p.m., at FDIC International 2016 in Indianapolis.

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