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Source publication
Managing wildland fire is an exercise in risk perception, sensemaking and resilient
performance. Risk perception begins with individual size up of a wildfire to determine a
course of action, and then becomes collective as the fire management team builds and
continuously updates their common perception of risk. Karl Weick has called this
“sensemakin...
Contexts in source publication
Context 1
... addition to recognizing that meaning is an emergent property of communication which requires acknowledgment of the tacit and active roles of both sender and receiver(s), our field observations reveal radio communications as a complex network, in which there are multiple actors and many in the audience (Fig. 3). ...
Context 2
... and not saying anything to steamrolling where one is dominating the conversation) on a vertical axis and tentativeness (from uncertainty to question what is going on to robust inquiry where vibrant give and take talk is the norm) on a horizontal axis, and then plot performance, one quickly recognizes that performance is actually curvilinear (Fig. 3). At present, because a work performance model that equates high performance to conversational techniques balancing advocacy with inquiry is not "on the radar screen" of the wildland fire community, nor evident in culture or training, it has not been fully ...
Context 3
... this investigation also disabused us of the mental model of radio communication as being "simple." Specifically, ephemeral recordings of dispatch capture only one of at least three different types of radio exchanges on a wildland incident (Dispatch-Fire, Ground-Ground, Ground-Air, see Figure 3). ...
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Citations
... Benevolent leaders use inclusive communication, and honest communication is a key aspect of integrity. Training in communication skills is generally limited and focused on technical skills such as how to speak over the radio and not on implicit communication skills [6]. This is true even though communication is recognized as critical for team functioning [22] and is a highly valued skill [17,71]. ...
Wildland fire incident management teams (IMTs) require sustained and coordinated decision-making across levels of authority during dynamic and high-risk events. Trust between team members is important for maintaining the efficient flow of information and allowing team members to adapt to changing conditions, but models of trust in organizational psychology have overwhelmingly been used to describe routine teams in business settings. It is unclear whether these models accurately describe the factors that contribute to felt trust, i.e., the phenomenon of feeling trusted by someone. This is limiting as IMTs involve a strict hierarchy with team members acting as both supervisor and subordinate, who are simultaneously trusted by their own subordinates and supervisors. To explore the psychological antecedents of trust and felt trust, we interview 27 fire managers about the qualities they seek and believe are sought in trustworthy supervisors and subordinates. Results confirm the importance of ability and integrity for both supervisors and subordinates, but reveal that benevolence is more valued in supervisors and less valued in subordinates. Predictability and gender also play an important role in trustworthiness. Results suggest felt trust and trust are psychologically similar but not identical: in general, the factors respondents looked for in trustworthy supervisors they believed their subordinates looked for in them and vice versa. Results highlight key skills for trust in addition to operational or technical competence. Trustworthy team members need to communicate effectively and honestly. Supervisors should emphasize collaborative and inclusive decision-making with their direct reports and cultivate a servant-leader leadership style.
