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Ch 5 and 6 > Ch 5 Safety and Risk Mgmt > Flashcards

Ch 5 Safety and Risk Mgmt Flashcards

1
Q

Ch 5 p86

> NFFF Death and Injury: 4 Orgs Report the Info -

A

NFPA - National Fire Protection Agency
USFA - US Fire Admin
IAFF - International Assoc. of FF
NIOSH - National Institute for Occupational Safety & Health

They publish reports and stats

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2
Q

Ch 5 p86

> Everyone Goes Home: NFFF

A

NFFF: National Fallen FF Foundation held a Life Safety Summit in 2004 resulted in 16 initiatives.

They prevent LOD injuries/deaths

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3
Q

Ch 5 p87

> National FF Near-Miss Reporting System: IAFC

A

IAFC: Internationl Assoc of Fire Chiefs

Tracks incidents that avoided injury

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4
Q

Ch 5 p87

> Reducing Sudden Cardiac Arrest

A

Heart attacks are leading cause of death, about 41%

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5
Q

Ch 5 p88

> Reducing Death from MVCs

A

Mostly Volunteers and most commonly in their POV

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6
Q

Ch 5 p88

> Reducing Death from MVCs: NFPA 1500

A

Standard on FD Occupational Safety and Health Program

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7
Q

Ch 5 p89

> Reducing Death from MVCs: NFPA 1002

A

Standard for Driving Apparatus

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8
Q

Ch 5 p89

> Reducing Death from Fire Suppression Ops

A

Officer should always be ready for changing conditions and unanticipated hazards.

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9
Q

Ch 5 p90

> RIC and IRIC - What NFP #?

A

NFPA 1407

IRIC are 2 members from the original attack crew who wait for the actual RIC to take their place

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10
Q

Ch 5 p90

> Personnel Accountability System:

A

TRACKS: Who’s on scene
Who’s in Hazard area
Who’s Accounted for
Who needs to be found

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11
Q

Ch 5 p91

> Maintain connections between functions
– Most important reason for establishing ICS:

A

Situational Awareness

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12
Q

Ch 5 p91

> Risk-benefit analysis:

A

must always be Structured and Measured

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13
Q

Ch 5 p92

> NIMS:

A

Process of transitioning from Strategy to Tactics in an organized fashion

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14
Q

Ch 5 p92

> Risk-benefit Analysis starts with:

A

Preincident Plan

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15
Q

Ch 5 p92

> Incident Safety Officer NFPA:

A

NFPA: 1521

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16
Q

Ch 5 p93

> Safety Officer Qualifications:

A

According to NFPA 1521 - Safety office must have Fire Officer 1 and qualified to operate in a sector officers position

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17
Q

Ch 5 p93

> > Safety Officer should know:

A

All hazards
Building construction
Accountability system
Incident Scene Rehab

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18
Q

Ch 5 p93

> > Safety Officer should have at least:

A

Hazardous Tech level training

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19
Q

Ch 5 p94

> > Safety Officer Assistant:

A

Used on large/complex calls…high rise, big buildings etc.. This is called a SAFETY UNIT.

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20
Q

Ch 5 p96

> PPE:

A

Includes PASS device

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21
Q

Ch 5 p96

> Washing turnout gear:

A

Mfr instructions using a commercial extractor-type machine

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22
Q

Ch 5 p96

> Clothing/Uniforms

A

Washed to prevent cross contamination

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23
Q

Ch 5 p97

> Infection decon:

A

1% bleach and water solution

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24
Q

Ch 5 p97

> Infection Control NFPA:

A

NFPA 1581 - FD Infection Control Program

25
Q

Ch 5 p96

> Document Infectious Exposure:

A 
How it happened
Mode of transmit
Entry point
PPE used
Medical follow-up
26
Q

Ch 5 p99

> Accident Invest - Health & Safety Officer:

A

Ensures injuries, exposures, illness, deaths, and dangerous conditions are thoroughly investigated.

27
Q

Ch 5 p102

> Top 3 FF deaths:

A

Cardiac Arrest
Struck by object (trauma)
Trapped or Caught

28
Q

Ch 5 p103

> Near Miss Level 1:

A

Unsafe Acts:

errors and violations

29
Q

Ch 5 p103

> Near Miss HFACS Level 1:

A

ERRORS: Decision > Communicating
Skill > Attention or Lack of Situational Aware
Memory failure
Technique failure

30
Q

Ch 5 p103

> Near Miss HFACS Level 1 Failure examples:

A

NOT: “sounding the floor”
no safety eq
Not following common sense

31
Q

Ch 5 p103

> Near Miss HFACS Level 2:

A

Preconditions to Unsafe Acts: Level 2 looks at substandard and practices.

32
Q

Ch 5 p103

> Near Miss HFACS Level 3:

A

Unsafe Supervision: examines the role of the super to see what he did wrong…failure to correct known issues, allowing inappropriate operations etc..

33
Q

Ch 5 p103/104

> Near Miss HFACS Level 4:

A

Organizational Influences: This is most difficult level. Deals with Resource Mgmt (staffing) and Organizational Climate (Chain of Command)

34
Q

Ch 6 p112

> Managing People:

A

HR Mgmt is based on Scientific Mgmt and Humanistic Mgmt

35
Q

Ch 6 p113

> Scientific Mgmt:

A

Fred Taylor: Used a stop-watch for time studies or “time and motion”. Measured workers sequence of motion to determine most efficient, simplest, best way to perform a task.

36
Q

Ch 6 p113

> Scientific Mgmt - Fred Taylor’s Four Principles:

A

Taylor’s 4 are:

  • Replace rule of thumb with scientific studies
  • Scientifically train, and develop workers
  • Cooperate with workers and follow up
  • Divide wk nearly evenly with mgrs and wars
37
Q

Ch 6 p114

> Humanistic Mgmt: Focuses on

A

paying attn to workers and work conditions which will increase productivity.
This was created by George Mayo.

38
Q

Ch 6 p113

> Humanistic Mgmt: Hawthorne Effect

A

derived from an experiment using an Electronic Relay Assembly Line showing people improve performance or behavior from extra attention from the experiment.

39
Q

Ch 6 p115

> McGregor Theory X and Y:

A

Believes people with more freedom/autonomy are motivated.

40
Q

Ch 6 p115

> McGregor Theory X:

A

Theory X: People don’t like to work, need to be watched and controlled (autocratic)

41
Q

Ch 6 p115

> McGregor Theory Y:

A

Theory Y: People like to work and need to be encouraged

Used to encourage FF creativity

42
Q

Ch 6 p115

> Fire Officer using Theory X:

A

Theory X used (briefly) upon arriving on scene of high-risk call and using autocratic supervision.

43
Q

Ch 6 p115

> Fire Officer using Theory X:

A

Theory X used (briefly) to take control of a conflict or last resort for disciplinary actions.

44
Q

Ch 6 p115

> Maslow Hierarchy of Human Needs:

A

Self Actualization - Clear truth, happy, self sufficient
Esteem, status - Promotions, awards, title
Social Affection - Excepted by workers
Safe, Secure, Order - Job security
Physiological - Air, Food, Water

45
Q

Ch 6 p117

> Blake & Mouton’s Mgr Grid (5 categories)

  • Concern for Results
  • Concern for People
A

Decisions and Actions are driven by
ATTITUDES, VALUES, and BELIEFS
1. Indifferent: Evade & Elude - Low / Low
2. Controlling: Direct & Dominate - High / Low
3. Accommodating: Yield & Comply - Low / High
4. Staus Quo: Balance & Compromise - High OR High to the extreme
5. Sound: Contribute & Commit - High AND High

46
Q

Ch 6 p117

> Blake & Mouton’s Mgr Grid - Indifferent:

  • Concern for Results
  • Concern for People
A 
Indifferent: Evade and Elude:  Low & Low
Style is Neutral
Least visible person
A follower who keeps distant
Does enough to "get by", You're a number
Mgr relies on instruction, depends on others
            - Overlooks/ignores problems
47
Q

Ch 6 p117

> Blake & Mouton’s Mgr Grid:

A

At individual level, 2 concerns of behavioral values:

  • Concern for Results
  • Concern for People
48
Q

Ch 6 p117

> Blake & Mouton’s Mgr Grid - Controlling:

A

Controlling - Direct & Dominate: High & Low

- Highly trained and expects everyone to keep up

49
Q

Ch 6 p117

> Blake & Mouton’s Mgr Grid - Accommodating:

A

Yield & Comply: Low & High

Friendly, weakness is focus on ensuing discussion avoiding concrete issues. Ignoring primary concerns.

50
Q

Ch 6 p118

> Blake & Mouton’s Mgr Grid - Status Quo:

A

Balance & Compromise: Contradiction between concerns to people and results. They see HIGH concern for both, and to the extreme. They “play it safe and look for acceptable solutions based on proven methods.Key aspect is maintaining popularity. They are intelligent and informed. Problem is Status Quo underestimates people, results, and power to change.

51
Q

Ch 6 p118

> Blake & Mouton’s Mgr Grid - Sound:

A

Contribute and Commit: High concern for both at the same time. Enthusiastic, focused on “What’s right NOT Who.
SOUND Model is best for a fire officer.

52
Q

Ch 6 p114

> Humanistic Mgmt:

A

Started with George E. Mayo

53
Q

Ch 6 p118

> HR - Staffing:

A

Staffing: attracting, selecting and maintaining labor

54
Q

Ch 6 p120

> HR Development:

A

HR Development: train and educate employees

55
Q

Ch 6 p120

> Mission Statement:

A

Formal doc outlining organizations existence

56
Q

Ch 6 p121

> Performance Mgmt:

A

Performance Mgmt: setting perf. standards and evals

57
Q

Ch 6 p121

> Compensation and Benefits:

A

Compensation and Benefits: HR system for pay, leave, and fringe benefits.

58
Q

Ch 6 p121

> Health Safety and Security:

A

Health Safety and Security: HR provide safe work environment.

59
Q

Ch 6 p123

How to manage FF’s:

A

Managing FF’s requires physical, financial, human, and time resources.

Ch 5 and 6 (1 decks)

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