Fire Officer Principles And Practice Ch12

Front 1

Brainstorming

Back 1

A method of shared problem solving in which all members of a group spontaneously contribute ideas

Front 2

Complaint

Back 2

Expression of grief, regret, Pain, censure or resentment: lamentation: accusation: or fault finding

Front 3

Investigation

Back 3

A systematic inquiry or examination

Front 4

Conflict

Back 4

The state of opposition between two parties. A complaint is a manifestation of a conflict

Front 5

Mistake

Back 5

An error or fault resulting from a defective judgement, deficient knowledge or carelessness: a misconception or misunderstanding

Front 6

Problem

Back 6

A condition in which the desired situation is different from the current situation

Front 7

Emergency incidents present a unique category problems that call for

Back 7

Specialized problem solving skills

Front 8

Non-emergency situations require the application of

Back 8

Conventional problem-solving skills and techniques

Front 9

Complaints, complex, and mistakes are what type of problems

Back 9

Special categories of problems. One of the key factors in decision-making is knowledge about how to deal with situations that involve conflicts and complaints

Front 10

A systematic approach to high-quality decision-making is recommended

Back 10

Define the problem. Generate alternative Solutions. Select a solution. Implement the solution. Evaluate the result

Front 11

What is the first step in problem solving

Back 11

Examine the problem closely to Define problem carefully. A well defined problem is one that is half solved

Front 12

Who are the best people to solve a problem

Back 12

Usually those who are directly involved in the problem

Front 13

What is the most challenging aspect of problem solving

Back 13

The implementation phase. It requires the coordinated involvement of many different people

Front 14

How to determine whether the solution actually solve the problem

Back 14

Some type of measurement that compares the original condition with the condition after implementation

Front 15

Who is in the best position to be the initial contact in dealing with a wide variety of problems

Back 15

The Fire officer is in the best position when dealing with situations that potentially involve conflict, emotions, or serious differences of opinion

Front 16

What is one of the most difficult situations for a fire officer

Back 16

Interpersonal conflicts or grievances with the company or directly involving a company member

Front 17

What is a foundation for a complaint appears to be weak or non-existent

Back 17

All complaints should be investigated

Front 18

What four actions should a fire officer take after completing investigation

Back 18

Take no further action. Recommend the action requested by the complainant . Suggest an alternative solution. Refer the issue to the office or person who can provide a remedy.

Front 19

Should the Fire officer follow up with a complaint to see whether the problem has been resolved

Back 19

Yes

Front 20

Firefighters are passionate about their profession.

Back 20

They are often emotional when making a complaint

Front 21

A citizen might complain about the following issues

Back 21

The conduct or behavior of a firefighter. The firefighters company performance or Service delivery. Fire department policy

Front 22

Who is generally in the best position to recommend new department policies

Back 22

The fire officer because they are in regular direct contact with both firefighters and citizens

Front 23

What is an important part of customer satisfaction

Back 23

Customer service

Front 24

Should the Fire officer make promises or imply that certain actions will be taken in discussion with the complaintant

Back 24

Absolutely not

Front 25

Problem

Back 25

Difference between the current situation and the desired situation

Front 26

Dealing appropriately with problems and conflicts requires what

Back 26

Maturity, patience, determination, and courage

Front 27

Four basic categories of problems

Back 27

In house issues. Internal Department issues. External issues. High-profile incidents

Front 28

In house issues

Back 28

Situations or decisions occurring at the work location within the direct scope of supervisor responsibilities

Front 29

Internal departmental issues

Back 29

Operational policies, decisions, or activities that go beyond the scope of the local fire station. A dispute between companies. The resolution usually requires action by command officers at a higher level on the organizational chart

Front 30

External issues

Back 30

Fire department activities that involve private citizens or another organization. Making sure that the Fire officer supervisor is not surprised

Front 31

High-profile incidents

Back 31

Any issues that are likely to become major events, like an arrest while on duty. See if our administrators off to become directly involved in a situation or keep a close watch on how they are handled

Front 32

Where should most problems be solved

Back 32

At the lowest level within an organization. The Fire officer should recognize those problems that need to be handled at a higher level and make the appropriate notifications without delay.

Front 33

Systematic approach to high-quality decision making

Back 33

Define the problem. Generate alternative Solutions. Select the solution. Implement the solution. Evaluate the result

Front 34

What is the first step in any problem solving

Back 34

Examine the problem closely and find a carefully. A well-defined problem is one that is half solved. Poorly defined problems in contrast waste tremendous time and effort

Front 35

What is the best way to prevent major problems

Back 35

To deal successfully with minor issues before they reach crisis

Front 36

Professor of management Peter Drucker

Back 36

Encourage managers to question the value of each organizational activity once a year and to identify which activities can be changed, improved, or updated

Front 37

Employees who do not trust their boss or one another are unlikely to make what

Back 37

Good decision when faced with a problem

Front 38

What does effective problem-solving require

Back 38

Good information. The only way a Fire officer can Define the problem correctly is with the best information

Front 39

Why are fire company Dynamics different when administrators or executive fire officers are in the station

Back 39

Participants are likely to self-censor their suggestions and limit the range of possible and plausible Solutions because of how they think the chief or react to them

Front 40

Which phase is most often the most challenging aspect of problem solving

Back 40

The implementation stage particularly because it requires a coordinated involvement of many different people.

Front 41

Complex and long-range tasks require what

Back 41

Formal project management plan and a designated coordinator, particularly if they require the coordinated activity of multiple agencies

Front 42

Why must an implementation plan include a schedule

Back 42

To ensure that goals are met

Front 43

When is a schedule valuable

Back 43

Only if it is followed and someone makes sure the deadlines are met

Front 44

What is Plan B

Back 44

If the original solution cannot be implemented, Plan B could be an extended implementation schedule, a modified plan, or a completely different solution to the problem

Front 45

If necessary the Fire officer needs to be prepared to adjust the plan or reevaluate the original decision

Back 45

Change of plan should not be viewed as a failure

Front 46

One factor that distinguishes a fire officer from a firefighter is

Back 46

The responsibility to act as an agent of the formal organization. A fire officer is the official first level representative of the fire department administration

Front 47

What are the four different types of internal conflict situations

Back 47

A co-worker. The work environment including the fire station , apparatus, or equipment. A fire department policy or procedure. The fire officers own behavior, decisions, or actions.

Front 48

Fire officer is the individuals first point of contact with the formal organization

Back 48

The official response to the problem begins when the officer becomes aware that a problem exists. The relationship of the Fire officer to the conflict and the complainant makes a significant difference in the role the officer can play in resolving the conflict

Front 49

What model is the basic approach that can be used in situations where interpersonal conflict is the primary problem or complicating Factor

Back 49

Conflict resolution model

Front 50

What is the first phase of the conflict management template

Back 50

To obtain as much information as possible about the problem and encourage the complaintant to explain the situation completely

Front 51

What should the Fire officer do when an individual is expressing a concern or problem

Back 51

Focus on active listening.

Front 52

What is engaged or active listening

Back 52

Conscious process of securing all kinds of information through a combination of listening and observing

Front 53

The fire officers should be aware of his non-verbal clues that may indicate

Back 53

Agreement, dissatisfaction, anger, or other emotions

Front 54

What if the Fire officer has important official information to share with the company

Back 54

It should not be slipped into casual conversation

Front 55

A fire officer has a different relationship with the company members than most have with their subordinates. this can cause a problem how

Back 55

Fire officer can become too close to some problems to deal with them effectively

Front 56

first objective in dealing with a complaint

Back 56

Understand the issue and why the individual is complaining. Paraphrase the complaint and recited back to the complaintant.

Front 57

What does paraphrasing the issue and receiving feedback from the complaintant accomplish

Back 57

Finishes this phase with a good understanding of the issue from the complaintant's perspective and the complaintant feels that the Fire officer really listened

Front 58

What if the complaintant's feels strongly enough to complain about something the officer has done

Back 58

Then the officers explanation probably will not solve the problem

Front 59

Before deciding on an appropriate response it is important to do what

Back 59

Listen and process the information

Front 60

What is the product of an investigation

Back 60

A report, which is provided in appropriate format for the fire officers immediate supervisor. A complete investigative report as three objectives

Front 61

What are the three objectives of an investigative report

Back 61

First identify and clearly explain the issue. Provide a complete impartial and factual presentation of the background information and relevant facts. Conclusion should be a recommended action plan which is based on and supported by the information

Front 62

When should an officer not conduct the investigation

Back 62

If the officer is directly or personally involved in the problem

Front 63

What is the purpose of the investigation

Back 63

For additional information beyond the original complaint. Investigation must be impartial and gathering information

Front 64

What are the four possible responses to investigation

Back 64

Take no further action. Recommend the action requested by the complaintant - the complaint was justified. Suggest an alternative solution - alternative action or policy is the best solution. Refer the issues to the office or person who can provide a remedy- grievance procedures require that the employees start with the immediate supervisor for all complaints. The Fire officer duty is to refer the complaint to the appropriate person

Front 65

Taigman conflict resolution model for high emotions

Back 65

Drain the emotional bubble. Understand the complaint Viewpoint. help the complainant feel understood. Identify the complaintants expectation for a resolution

Front 66

Adrenaline fills up the prefrontal lobes of the Neo cortex of the brain creating an emotional bubble that interferes with the ability of the complaintant to hear the Fire officer or considered any response to the issue

Back 66

Listening deeply, actively, and empathetically drains this emotional bubble.

Front 67

Writing detailed notes and not explaining or excusing can facilitate the process of draining the emotional bubble

Back 67

Asking questions and encouraging responses drains the emotional bubble while allowing the complaintant to express grief, regret, Pain, Censure, or resentment completely

Front 68

Where should the discussion between a complaintant and the Fire officer be held

Back 68

In privacy. There should be no physical contact. The discussions between a firefighter and officer, avoid personal attacks and concentrate on the work issues

Front 69

What is the officer looking for when draining the emotional bubble through active listening

Back 69

The root cause or a view of the complaint

Front 70

Where do most internal conflicts, grievances, or issues occasionally come from

Back 70

Long memories , which may be related to something that happened months ago or wrapped up in history

Front 71

What is the final step in complaint resolution

Back 71

Ask what the complaintant expects the department to do to resolve this issue. If the problem is an internal grievance, ask the employee to describe the desired action

Front 72

Why is it important for the officer to follow all policies

Back 72

Failure of the officer to follow all policies undermines their importance and the firefighters will develop an attitude that they can choose which policies they will follow

Front 73

How should a Fire officer receive a complaint from a citizen

Back 73

Respond to the complaint in a professional manner. Take notes and function as an active listener. Demonstrate the complaint is officially considered to be important and receives the full attention. Be empathetic and listen to the complaint and statement of the problem without interrupting. Allow the citizen to express their frustration and importance in resolving the issue. Asked whether the citizen would like the issue forwarded to the next level within the organization.

Front 74

What is customer service

Back 74

A focus on customer service fixes problems, straightens out procedural glitches, corrects errors of omission, and provides information

Front 75

What does communication with the complaintant during the process do

Back 75

Keeps the complaintant informed and demonstrates that the Fire officer is not ignoring the issue. Also educates the complaintant on the process