Chapter 12 Flashcards
224
Problem
The difference between the current situation and the desired solution.
224
Complaint
An expression of grief, regret, pain, censure, or resentment; a lamentation ;an accusation; or fault finding.
224
Conflict
A state of opposition between two parties (complaint is often a manifestation of a conflict)
224
Mistake
An error or fault resulting from bad judgement, deficien knowledge, or carelessness. Misconception or Misunderstanding
225
What are the four categories of problems that a fire officer could be expected to encounter?
- In house issues- situations/decisions occurring at the station that are w/i the direct scope of supervisory responsibilities. Most begin/end at company officer level.
- Internal departmental issues- policies, decisions, or activities that go beyond the scope of the local station. Resolution requires action by command officers at higher level on org chart
- External issues- FD activities that involve private citizens or another organization. Require FO to keep supervisor informed, no surprises.
- High-Profile Incidents- issues that are likely to become major events. ie FFer arrested on duty, senior fire admin before involved directly.
225
When dealing with problems that arise it is important to remember that problems should be handled at the lowest level possible but the Fo should know …
problems that need to be handled at a higher level.
225
Systematic approach to solving problems includes what five steps?
- Define the Problem
- Generate alternative solutions
- Select a solution
- Implement the solution
- Evaluate the result
225-226
Define the problem
systematic problem solving
First step is to define problem, well defined problems are half solved.
Pay attention to what’s going on in organization, fix minor problems before they become major problems.
Question the value of each organizational activity once a year, situations change.
The sooner you receive bad news the faster you can correct the situation. Ensure there are no barriers to receiving negative information.
Foster a trusting relationship with FFers, they must feel their input is valued. The more information you have the better the decisions can be made.
226
Generate Alternative Solutions
(systematic problem solving)
The best people to solve a problem are those with directly involved in the problem.
Brainstorming is method of shared problem solving, fire company natural group for brainstorming.
Senior command officer influence brainstorming (reduces input), best solution found by those directly involved.
FO should encourage participation of FFers
FFers should anticipate their solution will be implemented, if it meets criteria… otherwise destroys FFer participation in decision making process.
226-227
What are the eight step to brainstorming?
- write out problem statement
- give time limit to generate ideas 15-25min
- Officer should function as scribe, keep on task
- ask for alternative solutions
- select best five ideas
- est. critter for determining best answer
- rate solutions 0-5 scale, 5 great
- add up scores for each idea, highest wins
227
Select a solution
(systematic problem solving)
At this point have defined problem, and generated solutions ranked based on criteria. Solution should meet criteria and be the highest ranked.
227
Implement the Solution
(systematic problem solving)
Most difficult phase of problem solving. Buy in is greater when those affected have a role in the decision making process, leading to higher commitment to plan.
Deadlines focus effort and prioritize activities.
A problem is not truly solved unless the solution is implemented. Have a plan B if the original solution cannot be implemented.
228
Evaluate the Results
(systematic problem solving)
Did the solution deliver the desired result? Once the plan is implemented then an immediate evaluation should be preformed, and at regular interval after.
Officer needs to be ready to adjust the plan or implement the plan B. Many problems are solved in phases, changing the plan is not failure.
Feedback is part of the evaluation
230
One of the most difficult situations for a fire officer is…
interpersonal conflicts or grievance within the company or directly involving another member.
230
What are the four different types of interpersonal conflicts situations. Conflicts with
- coworkers
- the work environment, station, apparatus or equipment
- policy or procedure
- the fire officers own behavior, decisions, or actions.
230
When does the official response to a problem begin?
When the fire officer becomes aware that a problem exist.
230
What are the components of the conflict resolution model?
(Conflict resolution model/FFer complaint)
Obtain information about the problem
Investigate
Take Action
Follow Up
230-232
When obtaining information about the problem what should the FO do?
(Conflict resolution model/FFer complaint)
Listen and take detailed notes, encourage the complainant to explain the problem completely and take notes. An important starting point is what the complainant thinks about the situation.
Focus on active listening, pay attention for unspoken meaning, be aware of nonverbal clues
Paraphrase complaint back
No not explain or excuse, at this point just listen and process before deciding on an appropriate response.
230
Active listening
the conscious process of securing all kinds of information through combination of listening and observing.
232
What two goals are accomplished by paraphrasing the complaint back to the complainant?
(interpersonal complaint received by FO)
- Fire Officer finishes this phase of the conflict resolution with a good understanding of the issue from the complainant’s perspective.
- the complainant feels that the fire officer has really listened.
232
When investigating a complaint what should the FO remember?
(Conflict resolution model/FFer complaint)
All complaints should be investigated, even if the foundation of the complaint seems weak.
The FO who is directly involved in the problem should never be involved in conducting the investigation.
The purpose of the investigation is to obtain additional information beyond the original complaint. Must be impartial in gathering and documenting information.
232
The product of an investigation is a report. What are the three objectives of an investigative report?
- Must first identify and clearly define the issue.
- Report should provide a complete, impartial, and factual presentation of the background information and relevant facts.
- Conclusion should be a recommended action plan
232
Once the invention of the firefighters complaint is complete the FO presents findings and recommended actions to higher level officer. What are the four possible responses?
(Conflict resolution model/FFer complaint)
- Take no further action-complaint was unfounded or requires no further action, should include why no further action is recommended.
- Recommend the action requested by the complainant- complaint was justified, requested actions is the best solution.
- Suggest an alternative solution- an alternative action/policy is the best solution.
- Refer the issue to the office or person who can provide a remedy- other members of FD or another agency may provide a solution the complainant seeks.
232
After the solution to the complaint has been dealt with what should the fire officer do as the last part of the conflict resolution model?
(Conflict resolution model/FFer complaint)
Follow up with the complainant to see whether the problem was resolved.
233
What are the components of Michael Taigman’s conflict resolution model for emotional charged situations? (4)
- Drain the emotional bubble
- Understand the complainant’s viewpoint
- Help the complainant feel understood
- Identify the complainant’s expectation for resolution.
233
When using Taigman’s conflict resolution model, how should the FO drain the emotional bubble?
The emotional bubble is caused by adrenaline flooding the prefrontal lobes, interfering with the ability to hear/ consider any response to the issue.
Taigman recommends listening deeply, actively and empathetically to drain the emotional bubble. Listen and write notes, not explain or excusing the situation. Should be preformed in private w/ no physical contact.
233-234
Step two of Taigman’s conflict resolution model for emotionally charged conflicts
Understand the Complainant’s Viewpoint:
The initial complaint could be a symptom of a larger issue, draining the emotional bubble through active listening may allow the officer to identify the root cause of the complaint.
234
Step three of Taigman’s conflict resolution model for emotional charged conflicts.
Help the Complainant Feel Understood:
while listening and taking notes, paraphrase the issue back helps them feel the Fo understands the issue.
234
Step four of Taigman’s conflict resolution model for emotional charged conflicts.
Identify the Complainant’s Expectation for Resolution:
Fire Officer should now ask what the complainant expects the fire department to do to resolve the issue.
234
Why is the fire officer in the best position to recommend new departmental policy?
Because the fire officer is in direct contact with firefighters and citizens.
234
What is the most common method of getting new policies adopted?
Why is that an ineffective solution?
What is the preferred solution?
Outline the problem firefighters have identified to a supervisor with the recommendation “someone ought to do something bout this”
Its ineffective because most of the time nothing changes,
The FO should instead carefully identify the problem and develop documentation to support the need for a change. Then find a solution
FO should write a proposal, clearly outlining the problem, along with the proposed policy change that should resolve it. Benefits of the solution should be outlines as well as any negative effects.
235
When a new or amended policy policy is released the Fire Officer should ensure its communicated to FFers, ensuring to identify points that are most relevant especially if they change current practice. At this point what should the officer do?
Require that all FFers read the policy and sign off that they understand it.
235
What are the three types of citizen complaints that an officer may have to handle?
complaint about:
- FFer conduct or behavior
- Company’s performance or service delivery
- FD policy
235
How should the company officer handle this citizen complaint?
The FO is to respond in a professional manner.
The Officer should take notes and listen attentively to the citizens complaint, taking down their contact information. Officer should just listen and not offer excuses or explanations
Officer should ask if the citizen wants this complaint forwarded to the next level, then select the most appropriate chief to forward the issue.
Complaints about personnel should be forwarded to their supervisor.
235
What is the difference between customer service and customer satisfaction?
Customer Service-term borrowed from retail business. A focus on customer service fixes problems, straightens out procedural glitches, corrects errors omission, and provides information.
Customer Satisfaction- focuses on meeting the customer’s expectations
