Different crew members interpreted the order to mean different things. This was not anything they had practiced. And if the slide in our head-even if it’s a slide we developed in training-lines up with the reality we are facing, we make higher-quality decisions.ĭo you remember what direction Wagner Dodge gave the rest of the jumpers when he realized the fire was below them? He told them to drop everything heavy. So, we fall back onto our training and utilize recognition primed decision making (RPDM). In fact, we typically have incomplete information that requires us to continually reassess and validate the decision as the situation becomes clearer. When faced with a high stress, serious consequence situation, we do not engage in a strict comparison of options. When I think about how we make decisions and apply our training and experience to avoid costly errors, this standardization makes sense.ĭo you remember what direction Wagner Dodge gave the rest of the jumpers when he realized the fire was below them? On incidents, standardizing helps avoid bad outcomes by creating a shared understanding and expectations. So, I conducted my own little AAR as I filled out the damaged equipment report and realized that even though I intended to put them both in the front seat, there were distractions that prevented me from doing so.

This rule was developed after a new coffee cup and a BK radio slid off the toolbox and into traffic as I was leaving. I have a rule about not setting things on the top of my toolbox when loading-up for an assignment. By Jayson Coil, Battalion Chief Special Operations and Wildland Fire, Sedona Fire District, Arizona

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