Box vs. Out of the Box Thinking

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A few years back, I had a great opportunity, during one of our planning sessions, to take notice of a particular "world" view held by a facilitator. The session was an emergency management development group.  It was sponsored by a dear friend and was facilitated by two other individuals.  These persons were not from our agency or group.  They were not familiar with its culture and underpinnings. They led us on different approaches to arrive at some of the decisions that we had to make.  That was the great part!  I like learning new methods and challenging some ideas that may have outlived their usefulness. 

However, the not-so-great part was that, as the days went on, I got a sense that one of the facilitators may have been harboring a little negative, possibly condescending, attitude.  It was noticeable, in his comments and gestures.  I tried to shake it, because anyone can have a bad day (theirs or yours).  First impressions, although are usually "spot on", can sometimes be misleads.  You have to give presenters a chance. People who make presentations to others know that you have to warm up the room, get a read and then proceed.  You may have to change methods, tactics and directions to get your room to "buy-in". But I digress!  Okay, this guy bothered me. The feeling I had just wouldn't go away.  As the days went on into multiphase sessions, that sense increased.   I thought, "Hey, this guy doesn't know us.". 

Then, it happened:  One of my colleagues made a suggestion.  It was a great idea, by the way. It was based on sound past practices. It seemed feasible.  It was succinct.  But the response from the facilitator was, "Well, you're just not an "Out-of-the-Box thinker".   I then saw my colleague retreat and shut down.

You're just not an out of the box thinker? I thought to myself; the way that statement was delivered was condescending. It seemed as if he was saying to the person, "You're not that creative", ; "You're not that bright!, "You're not intelligent enough.", "You're not that flexible." You're rigid. You don't know what we know.  YOU'RE NOT THINKING!   I took umbrage to that and I didn't like it either. ;)

When you tell someone that they're not an out-of-the-box thinker,  it shouldn't be a negative.

I find that "Box" and "Out-of-the-box" thinkers are both needed in planning situations and emergency management.  In our day-to-day situations, Box Thinkers are very clear on their roles and responsibilities. They are clear on the "space" they occupy.  They can prove to be invaluable, under many circumstances.  They have full knowledge of their position in the organization and are detail oriented.  

If you're going to be a "Box Thinker", though, be sure to handle everything within the box.

I know it may seem like an abstract analogy but follow me for a little while.  Be clear on where your box fits into the entire operation.  Know the relationship and responsibilities that your box has to the other boxes adjacent to, below and above your box.

EXAMPLE: If you're a company officer and your "box" is being on the Ladder Company; "Handle everything within your box!  If your task, that day, is to perform search & rescue then handle everything in your box!  If you're assigned to be the supervisor, on the third floor or division three of the building, then you are responsible for everything within that box.  Fire suppression, search and rescue, ventilation, salvage, pre-&post- control overhaul, etc.  Know the  authority, resources and tools that are necessary for the box, completely.  If your box is ventilation; then you should know everything there is to know about Ventilation: positive pressure, negative pressure, hydraulic, mechanical, natural, vertical, horizontal.  You need to know when to apply what and at what appropriate time.  Handle everything within that box.

When you're an out-of-the-box thinker it means that you have the ability or the wherewithal to step outside of the norm; or you just decided to think of things in a different way.  That doesn't make you a better thinker than the people who do think within the box. 

EXAMPLE:  If your box is OPERATIONS, at an incident, and you are the Operations Section Chief...handle everything within your box.  Assign the necessary tasks, establish the correct groups, place them in and on the proper divisions.  Call up the appropriate resources.  Provide for accountability and safety measures.  Monitor progress.  Be clear on your communications, directions and requests.  Staff all required positions.  Use checklists.    And...and...and...

MASTER YOUR BOX!

Additionally, to be an "Out-of-the-box" thinker means that you can take the conventional methods, the tried and true methods and apply them in a different way.  You may have the ability not use the conventional methods at all and still realize a successful outcome.  You know the standards.  You just look at the situation in a different way. You may want to come up with a different or alternative means to perform the same task.  You may very well look at things completely different. 

In Emergency Management, when you think outside of the box you are still utilizing box thinking to formulate your idea.  You have to.  Think of it as a Stringed Quartet vs. a Jazz Quartet.  It's still music.  One is very structured and the other more improvisational and yet they still utilize some of the same instruments, chords and notes to produce the final sound that they desire.  It can even be the same song or piece of music.  Very often the stringed quartet can make improvisations or perform different interpretations to the classical pieces. 

"Out-of-the-Box thinking" is no greater than "Box thinking", when it's done completely. It just means that we have different approaches to achieving a successful outcome..

I think they're both great and I that any individual can possess both characteristics of a "Box or Out-of-the-Box thinker.

Which one are you and why do you think so?

Be the Thermostat Not the Thermometer

When talking to Fire Officers I find that many, sometimes, fall into two basic categories: 

"Thermometers" and  "Thermostats"

Sometimes they find themselves, in one of two of these categories, through no fault of their own.  Through discussion at meetings and by gauging the types of questions that they ask; or positions they assert; I wonder how they arrived there.  Is it the "climate" where they work?  Maybe the orientation or initiation they received.  I surmise that  long before they rose through the ranks, their indoctrination, association and/or training dictated their category... and they can't shake it. Was it osmosis???  The old nature-nurture debate???  No one can give a definitive answer.

A more pertinent question: Is there a system or process in place to move Fire Officers into one of these two categories?  Is there a process to change them from one category to the other?

Thermometers:

Thermometers (definition - an instrument that reads or measures temperature) read the temperature in the room and display there findings. They do not initiate their own actions.  They wait until something happens and then display themselves. They change constantly, based on other conditions.  Thermometers are sometimes fickle or, at best, just register/report/represent the "ambient" temperature.  In other words, you don't get a true read.  Sometimes there is a delay in their response. They do not initiate anything.  They react and respond to outside influences.

Thermostats:

Thermostats (definition - an automatic or manual device for regulating temperature), on the other hand, are changers. They have the ability to effect and affect their environment.  They can cause us to become warm or cold.  They can alter the atmosphere.  They can make us/others uncomfortable or motivate us to change.  They can have a negative effect, at times. But if they are set right, they continue to do their job correctly.  Thermostats can handle the heat and the cold, seamlessly.  The good ones do their job efficiently.

Which One Are You?

more to follow...

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Copyright 2012 John Alston. All rights reserved.

The Six C's of Fire Officer Trust

I have been fortunate to work with a number of Fire Officers, from every rank and in many different departments. It's been privilege and honor to train new officers, in a variety of ranks and disciplines.  I count it a privilege, because it gave us a chance to share, learn and gain insight into the many components of Command.  The prevailing question on their minds has always been; 

"How do you know, when you know?  

These Six "C's" of Fire Officer Trust (Commitment, Competence, Confidence, Communication, Courtesy, Courage), can follow in the order that I have given them; or may follow what best suits you and your situation; save the last...  COURAGE.   

The First "C" is Commitment:

It's all about commitments...yes, there is more than one of them.  It begins with a true commitment to yourself. Wanting to be the best that you can be, through preparation.  Then there's the commitment to your families.  Making sure that the trust they have placed in you, while you would spend time away from them, was not in vain. No one forced you to select this career. You honor their faith in you, by committing to be and do your best. Then there's the commitment to your agency or organization. Whatever type of organization it is volunteer or career, you must be committed to give them one thousand percent of your efforts, required time and resources. You must be committed to conforming to the rules, regulations and policies of that agency or department. You must be committed to taking care of the equipment that has been placed in your charge;  the personnel that you will supervise;  your cohorts and colleagues that you will be working with;  and you must be also committed to your superiors. You must be committed to the vision, mission and goals of the organization. Then you must make a conscious effort to be committed to the citizens that your organization serves;  to be professional at all times; and to provide the best possible service you and your organization can deliver.

The Second "C" is Competence

When we speak of COMPETENCE, what we are saying is to continue to learn and grow in your organization.  Learn the inner and outer workings of it.  Learn and work with other agencies that may interact or support your organization.  Learn and master your policies and procedures.  Take courses that will increase your knowledge-base.  Seek out opportunities and events that will allow you to share and network with others in your profession.  Others who may know a better way of doing things and sometimes do not share your same ideas or views.  Stay current.  Read the trade publications.  Search the Internet, attend trade shows and training seminars.  Expand your awareness of industry trends and evolving technologies that may assist you in the effective management of your responsibilities.  You must master the tactics and tools, strategies and rules of your organization. " Know them cold!"

...and READ, READ, READ, READ,,, READ!!!!!!!!

The Third "C" is Confidence

With your commitments identified and your competence improving through, reading, study and expanding your knowledge base; we can focus on the Third "C", which will actually come automatically: CONFIDENCE. Confidence comes when you know who you are and where you are in the table of organization. It comes when you know what your function and purpose are.  Confidence comes from knowing. Knowing what your responsibilities are.  Knowing who you are responsible to and for.  Knowing the length and breath of your authority or purview.  Knowing the depth of your commitments.  

When confidence comes, it gives you what we call, "Command Presence."  This is not to be confused with Ego or evolve into Arrogance.  There is a decided difference between the two.  Confidence does not have to be boastful or egotistical. Confidence can and should be quiet assurance of what is right, fair and appropriate.

The Fourth "C" is Communication

The Fourth "C" is one of the most pivotal: COMMUNICATION.  Effective and  appropriate communication is critical, at all times and at all levels, in our profession.   Where do we begin? 

In our offices and fire stations: both written, visual and other nonverbal communication effect our day-to-day operations.  On the fire-ground or the scene of an emergency vital communication by radio, mobile phone, material safety data sheets, preplanned guidelines and computer data terminal all require effective communication.  It is so important, when managing people and emergencies, to effectively convey thoughts, orders and concerns. Communication is the bedrock of how we get things done. It's so important, however, many times it is overlooked in its significance. Making sure that we communicate effectively is Job One. The great thing about communication is that it can be improved upon.  The study and practical application of conveying messages must be learned and practiced. The only component we do not have control over and that is necessary for all effective communication is FEEDBACK.  Feedback comes from listening.  Communication is considered, by many, to be a two-way process but I think often it is a three-way process.  We send a message to a receiver.  We have the sender,  the message and the receiver.  We must be clear with our messages.  We must be effective with our communication style. More importantly, we must listen for confirmation and/or questions regarding the message.  We have to be mindful of our delivery system. We have to be aware of our surroundings, interference, noise, static and/or perception. We must study communication and practice communication. We must seek opportunities to determine if our message was transmitted correctly.  We must also be patient when we are listening.  Hearing is the physical act of receiving the sound. Listening is interpretation and processing. There is a difference (ask any married person). 

To attain Fire Officer Trust, we must be just as good a listener as we are a communicator.  Seek to hear,  before you are heard!

The Fifth "C" is Courtesy

On September 13, 1981, my dear mother left this earth.  Couple that date with the 11th Anniversary of the 9/11 Attacks, it was a pretty rough week.  Not a day goes by that I don't miss her or think of the friends I lost 11 years ago.  Through it all, I remember what she taught me and I honor them by exercising it: COURTESY.

She had simple rules:  Keep your hands to yourself; Share and share alike; If you don't have anything nice to say about someone, don't say anything at all; and if you have the ability to help someone, anyone,  you help them.

That's what we do in our business.  We help people.  They call us.  We show up and we fix things.  If we can't, we get someone there who can and we don't leave them until they do.  Be Courteous at all times!  It makes a difference.  Our profession, in some places, is getting a bad name, undeservedly so and in some cases we earned the bad "Rep" from the actions and attitudes of some of our own.  Be professional.  It costs you nothing and reaps immeasurable dividends.

The Sixth "C" is Courage  

Change the things you can.  Accept the things you can't but have the COURAGE to try!  Courage is not only needed on the field of engagement.  It is needed in the decision making of our organizations.  We have to have the courage to change our culture, ourselves and our thinking, when it is needed.  I have witnessed some heroic and courageous acts and decisions on the fire ground, to save lives, that still impress me to this day. Yet, I also witness day in and day out officers who lack the courage to insist that their members wear seat-belts. Courage is needed, sometimes, when we have to admit we were wrong or that we failed to meet our objective.  The "Cowboy-way" is not always the courageous way.

In Conclusion:

You don't have to agree.  I know these things work.  Try all of them.  I hope.  Try one.  It can't hurt.  

The answer to the question, "How do you know, when you know?; You will know when your peers and community respond to you in such a way that you know they trust you.  Until then, keep striving!

See you out there!

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Copyright 2012 John Alston. All rights reserved.

One to Grow On: Training

Healthy and Productive Competition During Training

It is important to note that all safety factors were addressed. *

A great learning tool and practice after a day of classroom theory, before the doldrums set in, is to create a little friendly, safe competitive exercise.  It can be a hose stretching, ladder raising or forcible entry evolution.  The students learn and the exercise bolsters teamwork and fosters camaraderie.

SIDEBAR:

Just wanted to give me a shout out to JCFD Class 58-11.  I learned so much from you, as your training officer.  Hope this friendly competition video helps to remind you and  inspire you to be:

Perserverant, ever vigilant!

 It was a great time for the entire class. all 63 of you.  I hope you find everything that you need in your current and future officers.

* Special thanks go out to the Officers and Staff of the Morris County Fire Academy.

Dum Spiro...Spero!

In response to a friend's recent posting on a social network; where he stated that he was lowering his expectations of people. 

I responded:

Dum Spiro...Spero. (Latin for: "While I breathe, I hope.)

While I breathe, I hope that I and others have the capacity, wherewithal and opportunity to change their lives; the lives of others; and do better than we did the day before. It's a matter of choice. Set measurable goals.

I expect so much more from humanity. It's there and it's palpable.

People will rise or sink to your level of expectation. Expect more, hope more, help more. Just do it.  You will reap exponential results!

Although deeply concerned, I wasn't upset with him.  He stated a growing trend in our society.  Most recently I read news that a city school district, in New Jersey, will lower passing grade scores from 70 to 65; their reason, so that more students can participate in extracurricular activities. :(   We are accepting, encouraging and recapitulating underachievement. 

WHY?

Dum Spiro...Spero...

(Loosely translated: "Hope springs eternal, in the human breast.)

As Fire Officers, we must strive, daily, to be and do our best; set high expectations for your crews, companies and divisions.

What do you think?