Transcript Overcoming Resistance to Change

The City of Los Angeles …
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Second Largest City in the USA
470 Square Miles
Third Busiest Port
Fifth Busiest International Airport
4 Million People
40,000 City Employees
LAPD – 9,500 Employees
LAFD – 3,500 Employees – 106 Fire
Stations
The Fire Service – 2013
and beyond
“The times they are ‘a changin’ ”
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Organized over a century
ago to guard against
property loss
The 1970’s
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Baby Boomer Generation
Structure Fires dwindle
dramatically
National economy
improves
The beginning of EMS
70’s-80’s-90’s
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Sprinklers
Stringent building codes
Fire prevention
Fire retardant materials
Smoke Detectors
Fires continued to decrease
70’s-80’s-90’s
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Lightweight construction
Faster fuel loads
Less fire-ground
experience
Cultural Shift
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Baby Boomer
Military – Construction
Unquestioning
Dedicated-Loyal
Little formal education
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Generation X-Y
Less willing to sacrifice
family and personal
interests
Very educated
September 11, 2001
The Economy
The Economy
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Public Safety=50%-70% of city budgets
Fire Departments = 20% of city budgets
94% are salaries (LAFD)
96% work in “the field”
Most cities Crime is up
Fires are down
What drives Change?
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Demands by customers
Competition/Privatization
Economy
Political will
Social issues
Change is the Fire Service
“There is nothing more difficult to take
in hand, more perilous to conduct, more
uncertain in its success, than to take the
lead in the introduction of a new order
of things”
Machiavelli, 1537
The call for change
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ADA- age
discrimination
New Haz Mat
Environmental
ICS
SCBA
Technology
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Risk Management
Alternative Fuel
vehicles
GEO positioning
Managed Health
care
The call for change
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Reduced funding
Change in response
matrix (70% EMS)
Public expectation
Maintain service
Less personnel
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Keep response times
Consolidation
“Right size”
Maintain standards
Change is the Fire Service
So what’s the problem?
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We take great pride in
our past and we have
entitlement.
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Most of us have no “say”
in the change.
We’re rarely told the
Who, What, How and
Why.
We have to implement
the change.
WHY do people resist change?
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They are stubborn and
ignorant?
They have legitimate
concerns the leader
may not have
considered?
Resistance to Change
Think of any significant changes that
have been made since you’ve been a
member of the Fire Department
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What was your first reaction?
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What is your feeling now, years later?
We Fail to Communicate
Effectively!
INDIVIDUAL Sources of
Resistance
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See no need to change
Fear losing something of
value
Taken out of their comfort
zone
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Fear they lack skills
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Negative past experience
What are they Seeing?
Leader Strategies to
Overcome Resistance
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Demonstrate the Need for the Change
It must be tied to the mission,
somehow.
It it’s budget driven, that must be
acknowledged honestly.
It should, in most cases, undergo an
extensive review after implemented
Leader Strategies to
Overcome Resistance
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Demonstrate the Need for the Change
Allow people to participate
There should never be “operational”
changes that are a surprise to the field
Leader Strategies to
Overcome Resistance
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Demonstrate the Need for the Change
Allow people to participate
Arrange additional training
Leader Strategies to
Overcome Resistance
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Demonstrate the Need for the Change
Allow people to participate
Arrange additional training
Actively Support the Change
Leader Strategies to
Overcome Resistance
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Demonstrate the Need for the Change
Allow people to participate
Arrange additional training
Actively Support the Change
Make Changes Incrementally
Leader Strategies to
Overcome Resistance
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Demonstrate the Need for the Change
Allow people to participate
Arrange additional training
Actively Support the Change
Make Changes Incrementally
Have to courage to re-adjust
So, what do we do now?
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Determine how best
to “keep” what we
hold true and dear
Politics are a
dangerous but
necessary game
Professionalism
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We are public servants
Appearance is who we are perceived as
Office
Vehicle
Uniform
Equipment
Credibility, Support, and reputation come with
a sharp appearance and professional
demeanor
Commanding Officers
Decision Template
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The Needs of the public
The Organization
The Individuals
1st
2nd
3rd
Does it make the Commanding
Officer popular?
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Uniforms
Driving Regulations
Safety Equipment
Behavior/Jokes
There a LOT of rules, but have we
really trained them on how to make the
best decision? And do we always model
the appropriate behavior?
Behavioral Risk Management
Making the right decision all of the
time.
Where is your Loyalty?
Behavioral Risk Management
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Why do we still have issues?
Disobedience (serious to “trivial”)
Lack of understanding (Training)
Humor/Firefighter Culture
Inconsistent application
Lack of Understanding
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Have you truly been trained?
Black & White Issues
Grey areas?
Behavior “Template”
Are you going to do it, or allow it?
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Is it specifically outlined in our policy?
Could it affect your ability to respond?
Could it have a negative affect on the work
environment? (is it work related?)
If the public knew about this could it bring discredit?
Still unsure? Call your boss! Ask ‘em!
Is it Job-related, professionally based, mission
consistent, and in the best interest of the public?
We have to compensate,
operationally
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Less personnel
requires operational
changes &
innovative methods
We must continue to
strive for
effectiveness &
safety
In April of 2004, fire service leaders
from across the United States
gathered in Tampa, Florida.
At this summit meeting these leaders
began to design a new fire service
culture.
This new culture is built on the
16 Firefighter Life Safety Initiatives
so that
Everyone Goes Home.
Initiative # 1
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Define and advocate the need for a
cultural change within the fire service
relating to safety; incorporating
leadership, management, supervision,
accountability and personal
responsibility.
What Initiative #1 Means
Cultural change has to begin with informal leaders,
managers, supervisors. From top to bottom: the
culture of the fire service must change. You can
change your behavior TODAY.
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Be part of the “NEW” Fire Service Safety Culture
Examine your attitudes & behaviors regarding
safety
Realize that change is not a threat to the
organization
Embrace Health & Wellness programs & practice
them
Lead by your own example & make the difference—
be an agent of change
Initiative # 2
Enhance the personal
and organizational
accountability for health
and safety throughout
the fire service.
What Initiative #2 Means
Each fire service organization must promote safe
practices; each individual must have the tools to be safe
and adhere to safe practices at ALL TIMES.
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Follow SOPs at all times
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Train / Learn / Teach everyday
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Utilize the Incident Command System
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Adhere to Vehicle Inspection Schedules
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Schedule and stick to equipment checks
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“Strap in and Stay In”
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Don’t take the environment for granted
Initiative # 3
Focus greater attention on the
integration of risk management
with incident management at
all levels, including strategic,
tactical, and planning
responsibilities.
What Initiative #3 Means
Learn the concept of “Risk Management”; Ensure everyone
understands the difference between an acceptable risk and an
unacceptable risk.
Develop and implement a system to pre-identify unacceptable
risks.
Initiative # 4
All firefighters
must be
empowered to
stop unsafe
practices.
What Initiative #4 Means
Firefighters must be allowed to identify and report
unsafe practices. They must be able to stop activities
that present imminent harm to themselves or others,
without fear of penalty or reprisal.
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Be aware of safe practices and look for unsafe
ones
Take the initiative to develop and implement
procedures to enable and empower firefighters to
stop unsafe conditions in training, on the fire
ground and during routine operations
Never question the integrity of those who speak
out for safe fire ground operations
Initiative # 5
Develop and implement national
standards for training, qualifications,
and certification (including regular
re-certification) that are equally
applicable to all firefighters based on
the duties they are expected to
perform.
What Initiative #5 Means
Fire service departments are recognizing national
certification standards as a way to measure the competency
of their members. National standards encourage
departments to operate at higher levels of effectiveness.
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Seek state and national certifications at all levels
of your fire department employment
Support efforts toward mandatory re-certification
or refresher training; refreshing teaches new
methods and improves skills which are used
infrequently
Initiative # 6
Develop and implement
national medical and
physical fitness standards
that are equally
applicable to all
firefighters, based on the
duties they are expected
to perform.
What Initiative #6 Means
In this profession, health and wellness are non-negotiable.
Departments should establish and enforce SOPs which support
wellness. Individuals must embrace wellness as a strategy for
successful fire service careers or seek employment elsewhere.
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Adopt a heart-healthy lifestyle, including making
healthful food choices and regular exercise
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Don’t smoke / Don’t do drugs
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Follow all health and wellness SOPs
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Be a Good Example
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Understand the impact your death would have on
your family, co-workers and community
Initiative # 7
Create a national research agenda
and data collection system that
relates to the initiatives.
What Initiative #7 Means
We won’t know if we are living the initiatives if we do
not collect data. Data analysis is the key to making any
course corrections regarding the Life Safety Initiatives.
It will also provide important corollary data.
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Encourage your department to participate in
national data recovery systems such as NFIRS
Support data gathering at the local level
Be vocal with local politicians about where your
tax money is spent—urge them to support our
national agenda for firefighter safety
Initiative # 8
Utilize available
technology
wherever it can
help produce
higher levels of
health and safety
What Initiative #8 Means
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It is irresponsible not to use technology when it can
improve safety outcomes. Technological solutions
should be a leverage and a tool for improving fire
ground safety.
Attend conferences to keep abreast of new
technologies and take this knowledge back to your
department
Encourage your department to employ Command
and Rescue vehicles on scene which are equipped
with technological advance systems that can be
integrated into the command system
Become the technology geek of your department
Initiative # 9
Thoroughly investigate
all firefighter fatalities,
injuries, and near
misses.
What Initiative #9 Means
Even if your organization is uncomfortable with sharing
information about a fatality, injury, or near-miss
incident, it is a moral obligation to do so. Knowing what
happened can prevent it from happening again.
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Implement investigations without delay—learning
can begin immediately
Be familiar with NIOSH, FEMA, USFA, CDC, NFPA
reports. They can be studied to increase safety
Encourage the collection of “near-miss” data.
Near-miss incidents provide excellent learning /
training tools
Initiative # 10
Grant programs should support the
implementation of safe practices and / or
mandate safe practices as an eligibility
requirement.
What Initiative #10 Means
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There is grant money available for
you to begin implementing the
initiatives. Grants should however,
increasing
safety
Ifbe
youtied
ask forto
a grant
to improve health
and
wellness
for example,
recommendations
should/be
measures.
No
safe
practices
no
made and implemented as a condition of future
grant.
grants.
Take time to learn how to write grants
professionally— beginning with the identification
of granting sources.
Initiative # 11
National standards for emergency response
policies and procedures should be
developed and championed.
What Initiative #11 Means
National Standards for emergency response policies and
procedures should be developed. At the local level,
departments may have to increase response times to
“arrive alive.”
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Help to adopt safe driving rules and enforce them.
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Secure loose objects in cabs and on vehicles.
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Respond to emergencies using emergency
response SOPs; no red lights and sirens to routine
calls.
Make sure all vehicles meet current safety
standards.
MOST IMPORTANT: MANDATE SEAT BELT USE!
Initiative # 12
National protocols
for response to
violent incidents
(including
terrorism) should
be developed and
championed.
What Initiative #12 Means
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Fire and EMS workers deserve to
have policies which will reduce
their exposure to all threats of
Promote policies to “stage” violent incident
violence.
responses, removing the pressure to react
immediately. SOPs should include “GO” and “NoGO” criteria.
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Learn all you can about responding to terrorist
incidents, regardless of your department’s size or
proximity to predicted targets.
Initiative # 13
Firefighters and their
families must have access
to counseling and
psychological support
What Initiative #13 Means
Firefighting is a high-risk occupation which, from
time to time, can put the employee and his or her
family under extreme stress. They deserve access to
mental health care.
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If you are feeling stress (depression / anxiety or
physical symptoms) seek help from physicians,
EAP counselors, and religious or other sources.
Don’t “tough it out”; this could lead to bad results
for you and your family.
Stress-awareness should be part of firefighter
training at all levels.
Help a buddy you see struggling with stressrelated problems.
Initiative # 14
Public education must
receive more resources
and be championed as a
critical fire and life
safety program
What Initiative #14 Means
Public Education is a responsibility of all fire service
personnel. It should not be reserved for one week in
October. Increased civilian awareness will decrease
firefighter risks.
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Make communicating the fire prevention message
to the community a priority.
Utilize USFA resources and materials—they are
free and excellent.
Become an ambassador for community safety in
your church, children's’ schools, volunteer groups,
etc.
Become an advocate for code adoption &
enforcement .
Initiative # 15
Advocacy must be
strengthened for the
enforcement of codes
and the installation of
home fire sprinklers
What Initiative #15 Means
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The widespread use of residential
sprinklers will improve outcomes
for civilians and decrease
Ensure
all firefighters
understandand
how sprinkler
firefighter
injuries
LODDs.
systems operate and the value they bring to
reducing Line of Duty Deaths.
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Actively advocate for residential sprinkler laws
and widespread adoption.
If you build a home, consider the installation of a
sprinkler system—lead by example.
Initiative # 16
Safety must be a
primary consideration in
the design of apparatus
and equipment.
What Initiative #16 Means
Encourage your department to make “safety” the
highest priority in equipment and apparatus purchases
— as high as design and price.
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Form an apparatus committee and help set
your department’s policies on equipment and
apparatus purchases.
Read professional journals and attend
conferences where new innovations in
apparatus and equipment are demonstrated.
Learn NFPA standard 1901 regarding apparatus
safety standards.