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LEADERSHIP I FOR FIRE AND EMS: STRATEGIES FOR COMPANY SUCCESS PROBLEM-SOLVING: IDENTIFYING NEEDS AND PROBLEMS PROBLEM-SOLVING: IDENTIFYING NEEDS AND PROBLEMS.

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Presentation on theme: "LEADERSHIP I FOR FIRE AND EMS: STRATEGIES FOR COMPANY SUCCESS PROBLEM-SOLVING: IDENTIFYING NEEDS AND PROBLEMS PROBLEM-SOLVING: IDENTIFYING NEEDS AND PROBLEMS."— Presentation transcript:

1 LEADERSHIP I FOR FIRE AND EMS: STRATEGIES FOR COMPANY SUCCESS PROBLEM-SOLVING: IDENTIFYING NEEDS AND PROBLEMS PROBLEM-SOLVING: IDENTIFYING NEEDS AND PROBLEMS Slide PS-1

2 Slide PS-2 OBJECTIVES The students will: Identify services provided by a typical fire/ emergency medical services (EMS) company (outputs), and resources needed to provide these services (inputs), and understand their interrelationship.Identify services provided by a typical fire/ emergency medical services (EMS) company (outputs), and resources needed to provide these services (inputs), and understand their interrelationship. Describe advantages and disadvantages of individual and group problem-solving.Describe advantages and disadvantages of individual and group problem-solving. Demonstrate Nominal Group Technique (NGT).Demonstrate Nominal Group Technique (NGT).

3 Slide PS-3 OBJECTIVES (cont'd) Describe four methods by which problems are solved.Describe four methods by which problems are solved. Outline the critical steps in a problem- solving model.Outline the critical steps in a problem- solving model. Apply force field analysis as an aid to diagnosing a problem.Apply force field analysis as an aid to diagnosing a problem.

4 Slide PS-4 OVERVIEW General Responsibilities of the Company Officer (CO)General Responsibilities of the Company Officer (CO) Relationship Between Service Delivery and Needed ResourcesRelationship Between Service Delivery and Needed Resources Problem-Solving: A Critical SkillProblem-Solving: A Critical Skill Identifying and Prioritizing ProblemsIdentifying and Prioritizing Problems

5 Slide PS-5 OVERVIEW (cont'd) BrainstormingBrainstorming Checking PrioritiesChecking Priorities Problem-Solving MethodsProblem-Solving Methods Situation AnalysisSituation Analysis Force Field AnalysisForce Field Analysis

6 Slide PS-6 GENERAL RESPONSIBILITIES OF THE COMPANY OFFICER Carry out assigned missionCarry out assigned mission Link administration and firefighter/emergency medical technician (EMT)Link administration and firefighter/emergency medical technician (EMT) Transform goals into actionTransform goals into action Use resources to meet company needsUse resources to meet company needs Identify and solve problemsIdentify and solve problems

7 Slide PS-7 What services are typically delivered by fire/EMS companies?What services are typically delivered by fire/EMS companies? What resources are provided to you by the community to assure efficient delivery of services?What resources are provided to you by the community to assure efficient delivery of services?

8 8 Department A Department B $2 Million Substandard Fire Supression Services Outstanding Fire Supression Services Creative, Effective Fire Education Programs Strong Inspection and Code Enforcement Program Hazardous Materials (Hazmat) Team EMS Rescue Squad Arson Prevention Program Home Inspections Slide PS-8

9 Slide PS-9 What processes need to be in place in order to ensure efficient service delivery?

10 Slide PS-10 Supervision Problem-Solving Communication Training PROCESSES Physical Fitness Maintenance Planning Administrative Serivces Inputs (Resources) Personnel Apparatus Equipment Facilities Tools Time Outputs (Services) Fire Suppression Fire Prevention EMS Public Education Public Relations Community Service

11 Slide PS-11 The community provides inputs (resources) and the fire/EMS department provides processes in order to achieve outputs (services).

12 Slide PS-12 COMPANY OFFICER CHALLENGES CO is responsible for efficient service delivery.CO is responsible for efficient service delivery. CO must allocate resources effectively.CO must allocate resources effectively. Needs of the company must be identified.Needs of the company must be identified. Inadequate resources and overwhelming needs create great challenges.Inadequate resources and overwhelming needs create great challenges. CO must establish priorities.CO must establish priorities. CO must balance individual and group needs.CO must balance individual and group needs.

13 Slide PS-13 What are some examples of individual needs that the CO must consider?

14 Slide PS-14 What are some examples of group needs that a CO needs to consider?

15 Slide PS-15 COMPANY OFFICER CHALLENGES (cont'd) Decisions/Judgments about adequacy of existing processesDecisions/Judgments about adequacy of existing processes –Problematic if failing to meet existing needs – Then CO must then establish problem- solving priorities

16 Slide PS-16 Is it the responsibility of management or company to identify and solve problems?

17 Slide PS-17 THE COMPANY OFFICER MUST Identify problemsIdentify problems Solve company-level problemsSolve company-level problems Inform management about other critical problems that cannot be solved without upper-level assistance/actionInform management about other critical problems that cannot be solved without upper-level assistance/action

18 Slide PS-18 How would you define the word "problem"?

19 Slide PS-19 WHAT IS A PROBLEM? A problem exists whenever there is a difference between the actual situation and the desired situation.A problem exists whenever there is a difference between the actual situation and the desired situation. A problem exists whenever there is a gap between the way things are and the way they ought to be.A problem exists whenever there is a gap between the way things are and the way they ought to be. The greater the gap--the bigger the problem.The greater the gap--the bigger the problem.

20 Slide PS-20 PARTICIPATION IN PROBLEM IDENTIFICATION Three options: 1.None (CO works alone) 2.Some (CO gets input from group members) 3.A lot (CO and company work together as a group)

21 Slide PS-21 TECHNIQUES FOR INCREASING EFFECTIVENESS OF GROUPS BrainstormingBrainstorming NGTNGT

22 Slide PS-22 BRAINSTORMING Rules: Record all ideasRecord all ideas Anyone can speakAnyone can speak No criticismNo criticism Encourage far-fetched ideasEncourage far-fetched ideas Piggy-backingPiggy-backing Evaluate and prioritize after ideas stopEvaluate and prioritize after ideas stop

23 Slide PS-23 NOMINAL GROUP TECHNIQUE Simple five-step process: 1.Silent generation of ideas 2.Recording ideas 3.Clarification 4.Voting 5.Scoring

24 Slide PS-24 ADVANTAGES OF NOMINAL GROUP TECHNIQUE Each member participatesEach member participates Prevents dominationPrevents domination Each person has equal voteEach person has equal vote Structured processStructured process Many ideasMany ideas

25 Slide PS-25 NOMINAL GROUP TECHNIQUE Step #1: Silent Generation of Ideas Step #1: Silent Generation of Ideas

26 Slide PS-26 NOMINAL GROUP TECHNIQUE (cont'd) Step #2: Recording Ideas Step #2: Recording Ideas –No discussion –Round-robin process –"Hitchhiking" encouraged –"Passing" is allowed –"Reentry" after "passing" is fine

27 Slide PS-27 NOMINAL GROUP TECHNIQUE (cont'd) Step #3: Clarification Step #3: Clarification – Clarify meaning, don't discuss – Combine obvious duplicates – Eliminate problems that need to be solved by: -- Upper management -- CO alone

28 Slide PS-28 NOMINAL GROUP TECHNIQUE (cont'd) Step #4: Voting Step #4: Voting ITEM #20 Poor Performance at Structure Fires 3

29 Slide PS-29 NOMINAL GROUP TECHNIQUE (cont'd) Step #5: ScoringStep #5: Scoring – Collect cards and shuffle – Record votes on easel pad beside item number – Prioritize

30 Slide PS-30 CHECKING PRIORITIES Who will benefit?Who will benefit? Is it cost-effective? Worth the time? Worth the money?Is it cost-effective? Worth the time? Worth the money? What is the impact on company performance?What is the impact on company performance?

31 Slide PS-31 CHECKING PRIORITIES (cont'd) If solving the problem will not have a direct or indirect impact on company performance, cost of operation, or quality of service, then it is questionable as a valid priority.If solving the problem will not have a direct or indirect impact on company performance, cost of operation, or quality of service, then it is questionable as a valid priority.

32 Slide PS-32 PROBLEM-SOLVING METHODS IntuitiveIntuitive Minimum effortMinimum effort Politically basedPolitically based SystematicSystematic

33 Slide PS-33 LEVEL OF PARTICIPATION Importance and complexity of problemImportance and complexity of problem Knowledge of subordinatesKnowledge of subordinates Who is affectedWho is affected Required degree of acceptanceRequired degree of acceptance

34 Slide PS-34 SITUATION ANALYSIS Determine causal factorsDetermine causal factors Identify assetsIdentify assets Explore alternative strategiesExplore alternative strategies Prioritize strategiesPrioritize strategies

35 Slide PS-35 DETERMINE CAUSAL FACTORS What are the symptoms?What are the symptoms? Who is involved?Who is involved? What is the standard?What is the standard? What exactly is happening?What exactly is happening? Where is the problem occurring?Where is the problem occurring? When does it occur?When does it occur?

36 Slide PS-36 SYMPTOMS VERSUS CAUSE Symptom--What happenedSymptom--What happened Cause--Why it happenedCause--Why it happened

37 Slide PS-37 FORCE FIELD ANALYSIS Define the problem and the goalDefine the problem and the goal List driving forcesList driving forces List restraining forcesList restraining forces Estimate the relative strength of each forceEstimate the relative strength of each force Estimate your ability to influence each forceEstimate your ability to influence each force

38 Slide PS-38 DRIVING FORCESRESTRAINING FORCES THEGOALTHEGOAL

39 Slide PS-39 Activity PS.1 Generating Alternative Strategies

40 Slide PS-40 SUMMARY General responsibilities of the COGeneral responsibilities of the CO Relationship between service delivery and needed resourcesRelationship between service delivery and needed resources Problem-solving: a critical skillProblem-solving: a critical skill Identifying and prioritizing problemsIdentifying and prioritizing problems BrainstormingBrainstorming Checking prioritiesChecking priorities Problem-solving methodsProblem-solving methods Situation analysisSituation analysis Force field analysisForce field analysis


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