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Supporting Change Leadership:
 
(114KB pdf posted 4/23/2007)
"Lately, there has been much discussion of 'just culture' in the wildland fire community. Until recently, much of the debate and discussion has centered on the investigations into the Cramer and Thirtymile fires. The argument frequently went something like, 'If we had a just culture, we wouldn’t be filing criminal charges against firefighters.' That line of reasoning caused me to question whether we firefighters understand just culture well enough and if we might be stretching the concept beyond what the underlying theory supports." This article has been posted with permission from Wildfire Magazine and Mike DeGrosky.
 
Doctrine Dialogue -The Peer Review Principle (74KB doc posted 11/24/2006)
Implementation of a doctrinal approach to fire management requires performance management systems that are designed to improve workforce decision-making. Peer Reviews provide a framework for evaluation of decisions, behaviors, and contributing factors (organizational, environmental, social…) that lead to human success/failure and a means to learn from a variety of situations, including close calls, significant events, and routine performance evaluations.
 
"The all-hazard environment encompasses a broad spectrum of threats and hazards, both natural and human-caused, including: floods, oil spills, hazardous material releases, transportation accidents, earthquakes, hurricanes, tornadoes, pandemics, and disruption to the Nation's energy and information technology infrastructure."
 
(115 KB pdf posted 090706) 
The following collection of principles and beliefs form the foundational doctrine for response to and support of all hazard response in the Forest Service. These principles andbeliefs operate at these multiple organizational levels: I. Forest Service Wide – Applies to all employees and activities; II. Fire and Aviation Management – Specific to all hazard program management; III.z– Specific to allhazard response and support activities.

Little Venus Shelter Deployment Peer Review Report (1.3 MB PDF posted 092006) "On July 18, 2006, 10 individuals assigned to the Little Venus Fire on the Shoshone NF as part of a fire use module were entrapped by the fire and deployed their shelters...They were enroute to a camp location to de-brief with a crew they were replacing..."

Peer Review Report of the Balls Canyon Near Miss June 27, 2006 (2.6 MB pdf posted 083006)
This landmark document includes the Peer Review Intent & Purpose, the Incident Story, the Reasons "The Story" unfolded the way it did, and the Lessons Learned Relative to Principle-Based Decision-Making. Lessons derived come from the incident participants as well as the subject matter experts assigned to the peer review team. The emphasis is clearly on organizational learning.

Fire Suppression Foundational Doctrine: The Pulaski Conference 
(1.1MB pdf posted 6/23/2005) The USFS Pulaski Conference took place June 6-10, 2005 in Alta, UT to develop a principles based approach to developing foundational USFS fire suppression doctrine. This effort was focused on foundational, rather than operational or tactical doctrine. Those steps are expected to follow this effort. The goal was to determine which "rules" needed to be converted to principles and which rules were appropriate. The conference was highly successful. 50 attendees (10 of whom were interagency partners from local, state and the other federal agencies) and staff took part. The two-page Safety Zone Newsletter, Issue 6 offers more information on this "Principles Driven Fire Suppression" conference. Update: Fire Management Today Spring Issue 2006 contains multiple articles on this effort.

The Center has also begun to work with the coauthors of the very successful book "How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation" Press Release

Robert Kegan Robert Kegan is the William and Miriam Meehan Professor in Adult Learning and Professional Development Educational Chair, Institute for Management and Leadership in Education Co-director, Change Leadership Group at Harvard Graduate School of Education. Robert Kegan is a psychologist who teaches, researches, writes, and consults about adult development, adult learning, and professional development. His work explores the possibility and necessity of ongoing psychological transformation in adulthood; the fit between adult capacities and the hidden demands of modern life; and the evolution of consciousness in adulthood and its implications for supporting adult learning, professional development, and adult education.
Lisa Laskow Lahey Lisa Laskow Lahey is research director of the Change Leadership Group at the Harvard Graduate School of Education, and cofounder and senior consultant at Minds at Work, a developmentally oriented consulting firm that works with businesses and schools to turn workplace problems and issues into opportunities for transformational learning.

Book Review: How the Way We Talk Can Change the Way We Work (56 KB PDF posted 061404) Article written by Jim Saveland, Assistant Station Director, Rocky Mountain Research Station, USDA Forest Service, Fort Collins, CO in in the Vol 62, No. 4 Fall 2002 issue of Fire Management Today on the book written by Robert Kegan and Lisa Lahey

More related documents recently added to the Center Library:
 
 

The First Basic Teaching Guide for Teaching HRO to the Wildland Fire Community  
( doc posted 3/3/2008)
This special guide for teaching and facilitating High Reliability Organizing (HRO) reflects the presentations that were made at the three-day May 2007 Facilitating HRO in Wildland Fire workshop. By using and following this guide, the HRO teacher will understand the fundamentals of HRO and will be better prepared to facilitate these principles to others.

HRO - High Reliability Organizing  
(707KB ppt posted 2/4/2008)
High Reliability Organizing presentation with speaker notes in the downloadable version is a shortened HRO focused version of the Building A Healthy Safety Culture Using Organizational Learning and High Reliability Organizing paper/presentation.

Five Year Strategic Plan - Wildland Fire Lessons Learned Center  
( doc posted 1/15/2008)
Successful organizations think and plan strategically. They generate alternative strategies and choose from them, strategies that best accomplish goals and objectives that fulfill the organization’s mission and achieve its vision. The Wildland Fire Lessons Learned Center understands this. This Five-Year Strategic Plan therefore presents a direct, practical, and collaborative strategic plan for the Wildland Fire Lessons Learned Center.

Build A Healthy Safety Culture Using Organizational Learning And High Reliability Organizing  
(742KB ppt posted 12/18/2007)
A presentation for leaders in the wildland fire community interested in significantly and continuously improving the safety of firefighters.

1. A Starting Point for Your Organization's Mindfulness  
( doc posted 12/13/2007)
This is the first in a series of assessment tools that you can modify to fit your organization. How well do each of these statements characterize your organization?

Build a Healthy Safety Culture Using Organizational Learning and High Reliability Organizing  
( pdf posted 12/8/2007)
A paper presented at the Wildfire2007 international conference of wildland firefighters in Seville, Spain, May 2007. This paper introduces people to successful techniques in the integration of organizational learning and high reliability organizing that can lead to building and sustaining a healthy safety culture.

Using Social Science to Understand and Improve Wildland Fire Organizations: An Annotated Reading List  
( pdf posted 12/5/2007)
From public perceptions and public education to the role of human factors in wildland fire organization, social science research is asking some of the big questions that are driving the evolution of wildland fire management. In recognition of the growing body of social science research, a group of researchers from the University of Montana and the Rocky Mountain Research Station have published an annotated reading list of resources related to the human side of fire management, focused primarily on understanding organizational dynamics in wildland fire - decision-making, organizational culture, leadership, organizational learning, high reliability organizing, and team and crew dynamics. There is also a very good section on Internet Resources.

The Emotionally Intelligent Firefighter  
(56.0 KB pdf posted 9/20/2007)
An unspoken human dimension of wildland firefighting

 
Disclaimer: Information is provided with the intent to share knowledge to improve safety, performance, efficiency and organizational learning throughout the entire wildland fire community. However, no warranties or guarantees are implied because much of the data provided is beyond the control of the Center. No endorsement of any company or product is given or implied.