Bias for Action
Leaders in the wildland fire service are not only empowered but also duty-bound to act on a situation that is within our power to affect, even without direction from above.
This empowerment is not intended to encourage freelancing. In a high-risk environment, freelancing is a dangerous and unpredictable element, causing more harm than good. Ultimately, leaders are always accountable for their actions.
- A bias for action acknowledges wildfire as an environment where events do not always go according to plan.
- At times during an incident, one person may be the only one in a position to see what needs to be done and to make it happen.
- Time may not permit gathering all of the information that one might like to have; if you wait until you have all the facts to be 100% sure it will almost always be too late.
In these time-critical situations, fire leaders use judgment, act within the intent of their leaders, work in unison with others, develop and communicate a plan, and then inform leaders of actions as soon as safely possible.
On a chaotic and rapidly developing wildfire, one person taking the initiative can make all the difference in seizing and taking advantage of an opportunity. Being hesitant, risk-averse, or indecisive can expose firefighters to greater long-term risks and translate into a waste of time, opportunity, energy, and money.
- Discuss the difference between freelancing and a bias for action.
- Describe and discuss instances of taking appropriate action and indecisiveness / non-action.
- How are some ways we train for situations requiring a bias for action?
Incident Management Situation Report (IMSR)
Incident Response Pocket Guide (IRPG), PMS 461
NWCG Standards for Helicopter Operations, PMS 510
RT-130, Wildland Fire Safety Training Annual Refresher (WFSTAR)
Interagency Standards for Fire and Fire Aviation Operations (Red Book)
Wildland Fire Lessons Learned Center
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