We can blame or we can learn from incidents where things went wrong, but we can’t do both. Read January's Editor's Opinion from Bobby Halton.

This month we look at the critique part of the performance-management process. The critique provides a standard postincident review that asks and (hopefully) answers the most basic effectiveness question: How well did the people work, and how did the procedures work? This really simple, really important question is posed after we go out in the real world and use our local resources to apply the standard operating procedures (SOPs) in the street. Last month, we called the application phase “showtime.”

Reviewing company performance after an incident is a critical task for company officers and incident commanders who hope to improve their operations through a proper analysis of incident actions.
Firefighter Training

After a small-scale, high-frequency incident, members may have the chance to gather at the curbside to quickly review the response that just took place. David DeStefano writes about how to maximize the benefits of this quick post-incident analysis.

Many of you will agree to the value of the critique--this post-operation ceremony of data gathering. Many of you also may have different ideas of just what, when, why, how, and of what value a critique is. The fire service critique is traditionally (bad word on the West Coast) divided into two categories: the formal and the informal critique.