MASTERY DEPENDS ON WORK ETHIC
DETERMINING SKILL LEVEL
|With proper training and the requisite conditioning and practice, we can achieve skills thought by others to be impossible. There is a whole realm of possibilities we can teach and train (personnel) to perform. Stress acclimatization is about measuring precise doses of stress followed by waves of recovery and then repeating these cycles very specifically. There must be time for adaptation to take place and there must be enough training, repeated over time, to help it stick.|
SIT TRAINING PRINCIPLES
BAD DAYS VS. BAD HABITS
|I was always afraid of dying. Always. It was my fear that made me learn everything about my equipment, and kept me respectful of my machine and always alert.|
- Inadequate or impaired communications.
- Unclear direction from incident command.
- Repeatedly attempting to achieve unattainable goals.
- Failure to recognize rapid fire growth potential.
- Active working fire, delayed entry, or loss of "time recognition" by crews or the incident commander (IC).
- Multiple companies assigned to enter through one entry point.
- Roof division companies retreating from the roof as crews are preparing to go inside.
- Air is rapidly drawn in zero visibility and heat is banking down.
- Interior crews can hear but not see the fire burning above them.
- Interior crews are working under a mezzanine.
- Crews feel "uncomfortable" with the situation they are in.
- A crew member's SCBA low-air alarm activates and the crew continues searching for the seat of the fire.
- Interior crews flow water for several minutes but make no progress on the fire.
- Interior crews hear the sound of roof ventilation operations conducted behind them.
- Crews are unable to communicate with the IC or division/group supervisors.
- A crew or crew member is in trouble and fails to recognize it.
- An "Emergency Traffic" call is delayed or not initiated.
- Crews are deep inside a commercial building with 1¾-inch lines instead of 2½-inch lines.
- Prior to building entry, fireground companies and the IC fail to recognize basic construction features that should influence decisions and actions.
- Crews and ICs do not follow the "order model" for communications, or they use unclear terms and send mixed messages.
- Company officers are not monitoring the air supply status of their crews and are not practicing proper air-management techniques.
- All members operating on the fireground fail to evaluate and apply the risk management philosophy to their assignment.