Chapter 8: Training Essentials Flashcards
Chapter 8: Training Essentials p143
How did retired FDNY battalion chief John Salka characterized training?
Training is not the most important thing, it’s the only thing
Chapter 8: Training Essentials p143
Frequent quality departmentwide training is the responsibility of whom?
Fire Chief
Chapter 8: Training Essentials p143
How often should quality training occur?
Daily
Chapter 8: Training Essentials p144
Functional fire company officers don’t view training as a chore, but rather…
A necessary practice so that there will be successful on game day
Chapter 8: Training Essentials p144
What can’t be achieved without quality training?
And as the company officer what is your job in relation to the training?
Sustained success cannot be achieved without ongoing quality training.
It’s the company officer to ensure that proper time is allotted for training, and proper attention is given to the quality of content
Chapter 8: Training Essentials p145
When you clearly understand what it takes to succeed as a fire department, you are in position to start building a training program to achieve that success.
What’s the first essential step in that process?
Defining success is essential fire success, training success and subject success
Chapter 8: Training Essentials p145
If you have training that is fragmented and lacking consistency between shifts battalions, and stations, what is the primary reason for that?
The primary reason for training that lacks consistency and continuity is the lack of clearly defined goals.
Chapter 8: Training Essentials p145
What are the steps for creating a successful training?
- Clearly defining success of the operation, then working backwards to develop necessary learning objectives to lead to that success.
- Identify the knowledge objectives
- Identify the tools and knowledge needed
- Convert knowledge to skills – develop basic and advanced incremental steps including necessary task and techniques. Demonstrate the correct way to perform each task. Practices conducted under the direction of a qualified SME. Start with the basics then advance when the student skill proficiency and confidence indicate they are ready.
Chapter 8: Training Essentials p146
Thompson is more concerned about fire ops training than EMS/medical training.
What is his justification in doing so?
You don’t have to be the medical expert in your jurisdiction, you have to be the emergency medical provider.
However you do have to be the fire expert in your jurisdiction.
But this plan outlines plenty of medical training as well.
Chapter 8: Training Essentials p146
Why is it that quality medical training happens more often than quality fire training across the fire service?
Because the quality medical training is required.
Chapter 8: Training Essentials p146
Thompson’s additional arguments for spending more time with fire training than medical training.
- Number of working fires are down – therefore more training is required
- Focusing on data showing that most calls are medical is a destructive message that lead subordinates to not feel as though to to train as much on fire.
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Chapter 8: Training Essentials p148
How much time does TCFD spend on medical training a month?
Eight days
Each month paramedics are evaluated on 29 skills
Chief officers meet with medical control physicians and staff to discuss quality of care and each paramedic within the system.
In the eight days time medical control conducts four hours training and four hours company level training.
Each month for members get cadaver lab, operating room rotation, pediatric scenario lab.
Medical doctor shadows and mentors paramedics
All new hires must complete a structured medical orientation process that includes one-on-one time on an ambulance with the doctor. They then moved to a six-month EMS mentoring program.
Chapter 8: Training Essentials p148
What’s a fundamental difference between training for EMS and training for fire?
EMS training is typically much more efficient and effective than fire training. Paramedics are trained to a standard and operate under the direction of scientifically justified treatment plants (protocols) written by doctors for the prehospital setting. Paramedics have the luxury of consulting another paramedic on scene or calling online medical control.
Fire doesn’t have these advantages: strategies shift from city to city, no SMEs to the level of physicians
Chapter 8: Training Essentials p148
Why is it easier for department to be an “EMS department the goes to fires”, rather than a “fire department the goes to medicals”?
Because the medical side has a much clearer vision of success.
Chapter 8: Training Essentials p149
Quality Training Responsibilities:
Fire Chief-
5
- Provides the vision for success
- Establishes expectations for department wide training
- Establishes performance and preparedness standards
- Introduces initiatives
- Provides continual support for the training effort
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Chapter 8: Training Essentials p149
Quality Training Responsibilities:
Operations Chief -
5
- Establishes the expectations for Battalion/Co training
- Coordinates the development of operation guidelines
- Provide logistical support
- Monitors progress
- Provides continual support for the training effort
Chapter 8: Training Essentials p149
Quality Training Responsibilities:
Training Coordinator –
six
- Implements initiatives
- Develops learning objectives
- IDs reference materials that support the standard
- Identifies logistical needs
- Ensures proper documentation of training
- Ensures training and reporting requirements are met
Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Training Officers –
four
- Directly involved company and individual level training
- Develop training to meet internal standards and identified training needs.
- Make training personal
- Provides feedback relevant to operational philosophy
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Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Shift Commanders –
six
- Identifies Battalion training needs
- Conducts Battalion drills, multi-company drills
- Ensure drill and training consistency, across shifts
- Participates in drills
- Conducts training audits
- Provides continual support
Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Company Officers –
seven
- Identifies company training needs
- Conducts company level drills and training
- Provides technical input and oversight
- Ensures quality control at the company level
- Coaches performance issues
- Participates in drills and training
- Ensures company level training is documented
Chapter 8: Training Essentials p150
Quality Training Responsibilities:
Senior Members –
six
- Ensure proper technique is used during drills
- Support the company officers vision
- Mentors
- Participates in drills and training
- Motivates the company during drills and training
- Documents individual training
Chapter 8: Training Essentials p152
Why does every fire company need at least one fire expert?
Experts know how to perform in high risk situations, and have the ability to see the clearest. In critical situations nonexperts are looking for expert direction.
The more experts on the team the more problems that will get solved quickly at the incident.
Chapter 8: Training Essentials p152- 1533
What are the four common training errors that need to be eliminated for training to be successful?
- Training above a firefighter’s knowledge and experience level. – Firefighters who have not developed confidence and competence with basic skills and concepts are being trained in advanced techniques.
- When firefighters are fictitiously killed as a result of their actions or decisions during training. This mentally positions students for failure.
- Allowing students to develop bad habits during training. This includes simple things like allowing firefighters remove gloves to adjust radio, etc.
- Calling a needs assessment a “training evolution” or “high intensity training”. This occurs when firefighters are expected to complete a scenario prior to being trained in the skill necessary to be successful. Rookie training mistake setup firefighters for failure.
Chapter 8: Training Essentials p153-154
What is the Six Rs of learning and experience?
Thompson’s model to assess experience in the learning that resulted from training.
- Recognition
- Repetition
- Rehearsal
- Recital
- Review
- Redirection
Chapter 8: Training Essentials p153
Six Rs of learning and experience:
Recognition
The most basic level of training and the foundation for firefighter operational knowledge. This level evaluates the ability to recognize various elements of the subject matter. This is generally measured by questions and answered or visual recognition of key elements.
Chapter 8: Training Essentials p153
Six Rs of learning and experience:
Repetition
(First level in model in which experiences developed)
Repetition is building muscle memory and mental models by drilling repeatedly on an established standard or best practice.
At this level paying attention to detail is critical to ensure bad habits are not forming, and that desired principles and practice are being reinforced.
The goal of this level of training should focus on mastering the basics.
Chapter 8: Training Essentials p153
Six Rs of learning and experience:
Rehearsal
(This is the phase when training becomes personal)
This level evaluates real-world conditions. Evaluates the ability to apply knowledge and skills to real world situations. Where firefighter demonstrates the confidence and ability necessary to handle scenarios or actual fire.
Coaching in immediate feedback have great value of this phase.
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Chapter 8: Training Essentials p153
Six Rs of learning and experience:
Recital
Evaluates the understanding of the who, what, where, when, why, how, and to what degree. The theory of the evolution/task.
Although hands-on training is essential for success and survival on the fire ground it often fails to provide the theory behind the evolution or task. Hands-on allows us to evaluate the how but not the why.
If the firefighter can explain what they just experienced it’s likely that they have received sufficient training and experience to obtain an understanding of the information or action. It is extremely important support decision-making process.
Should be a personal connection at this level
Accurate well thought out feedback is essential when evaluating this level
We think in stories this level evaluates the firefighter story and therefore how they explain the way things work and justify decisions.
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Chapter 8: Training Essentials p154
Six Rs of learning and experience:
Review
____________
Redirection
Review- maintenance phase - for maintaining
___________________________
Pinnacle training and experience. Redirection not only involves the ability to apply training and experience, but also evaluates the emotional maturity necessary for making difficult decisions.
Evaluates the ability to maintain situational awareness and the ability to apply the principles and practices associated with risk management and crew resource management.
At this level the firefighter should demonstrate the ability to recognize “wrong”, and the courage and emotional maturity cease operations. Firefighter should then redirect all operations to achieve a more desirable outcome.
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Chapter 8: Training Essentials p155
What is meant by making training personal?
- Training that impacts the firefighter on a personal level has the greatest impact. Few things are more personal than success and survival. Teach to those.
- Emotional bookmarks referred to how a person responds to a past similar experience (tactic memory). Tying emotion to training allows those emotional bookmarks to be set (tactic memory) for future recalls.
- Personal training is natural result when considering the importance of emotions. How our brain works
Chapter 8: Training Essentials p155
What is great practice for making training personal?
A line of duty death report
this involves research and a presentation. Each month our company is tasked with presenting a line of duty death report to the shifter battalion. The object of the training is to research a line of duty death present the factors that led to the outcome in a positive manner without placing blame or finger-pointing, and then deliver a presentation on how it could happen to us if circumstances were different. The more personal you can make the drill the greater influence it has on companies.
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Chapter 8: Training Essentials p157
Action steps to making training personal: 10
- You must be engaged and invested as a facilitator, actively listening when appropriate.
- Create a relationship to the subject
- Be passionate about the subject and the discussion
- Tell stories of personal experience relating to the subject
- Connect behaviors, attitudes, and performance to reality
- Make the connection between responsibility and consequences
- Cause firefighters to take ownership of the information
- Make the “why me” connection
- Make the training experience interesting and interactive
- Provide lessons learned
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Chapter 8: Training Essentials p158
What are things that you want to steer away from in your training?
While some technology has its place up for hands-on training as well as knowledge development led by qualified members.
Ensure your training is resulting in learning, not entertainment
Chapter 8: Training Essentials p158
Graham’s Risk – Frequency Model
Risk is on the y-axis, frequency is on the X axis. The grid is divided into four equal quadrants as follows:
Top left quadrant: high risk – low-frequency events
Top right quadrant: high risk – high-frequency
Bottom left quadrant: low risk – low frequency
Bottom right quadrant: low risk high-frequency
Top left quadrant is divided in half on the diagonal with the top half nondiscretionary time,
the lower half being discretionary time
Chapter 8: Training Essentials p158-159
Graham’s Risk – Frequency Model Use
When prioritizing training everything that we do can be placed into one of the four quadrants based on risk and frequency.
For the top left quadrant subdivided into discretionary and nondiscretionary time – discretionary time should be used to look, listen, ask questions and do whatever else is needed to improve the quality of the action or decision at hand. Failure to use discretionary time is mistake
Priority for training should go to high risk/ low frequency non-discretionary time task then down through low risk -low frequency.
Chapter 8: Training Essentials p159-160
Survival Stress Reaction (SSR)
May very well be the missing link to explain many line of duty deaths. Those incidents when you read the report and wonder what were they thinking, SSR may very well provide some exploration.
SSR postulates that when firefighters perceive a threat, like when things are going sideways in a fire, the sympathetic nervous system takes over leading to negative psychological and physiological reactions such as increased heart rate and decreased situational awareness.
Chapter 8: Training Essentials p160
Survival Stress Reaction (SSR):
As your heart rate increases what symptoms occur?
115bpm
At 115 bpm:
1. Find/complex motor skills may be compromised – making basic self survival skills difficult to perform.
2. Decreased eye hand coordination and finger dexterity
3. Ability to multitask may decrease
4. Gross (large) motor skills increased
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Chapter 8: Training Essentials p160
Survival Stress Reaction (SSR):
As your heart rate increases what symptoms occur?
145 bpm
Hearing may become distressed
Chapter 8: Training Essentials p160
Survival Stress Reaction (SSR):
As your heart rate increases what symptoms occur?
175 bpm
- Tunnel vision may occur (actual vision narrows). Studies indicate that a person in SSR will experience about a 70% decrease in their visual field.
- It becomes difficult to remember what happened. (This is why the recital included in the six Rs is essential. During training year asking firefighters to recall and describe what they learned or experienced. Helps train the brain to put action into words)
Chapter 8: Training Essentials p161
Survival Stress Reaction (SSR):
As your heart rate increases what symptoms occur?
185 – 220 bpm
Firefighter begins to experience hypervigilance, like a deer in headlights. When in a hyper-vigilance state it becomes difficult to:
- observe,
- orient,
- decide, and
- act
Chapter 8: Training Essentials p160
Survival Stress Reaction (SSR):
After a critical incident it’s not uncommon for a person to only recall..
30% in the last 24 hours
50% in the last 48 hours
75 - 95% in the last 72 to 100 hours
Survival Stress Reaction (SSR):
The author of Deadly Force Encounters, Dr. Alexis Artwohl, interviewed 157 police officers who experienced deadly for shootings.
What symptoms to those officers experience?
- 84% experienced diminished sound
- 79% experienced tunnel vision
- 74% experienced automatic pilot – with little or no conscious thought
- 62% experienced slow motion time
Chapter 8: Training Essentials p161
Survival Stress Reaction (SSR):
what might be the reaction of a firefighter in a high stress threatening environment?
SSR may prevent the firefighter from recalling what they have been taught to corrective actions, and procedural patterns critical for survival.
The impact of SSR when evaluating training and experience using the six Rs model cannot be ignored.
Chapter 8: Training Essentials p160
How do we prepare firefighters to deal with SSR?
Impact of SS are when evaluating training and experience using the six Rs model can’t be ignored.
Preparing firefighters to deal with SSR begins with awareness. This involves educating the firefighter on the signs and symptoms of SSR and motivating them to make lifesaving decisions before SSR begins to affect them.
Survival training must teach firefighters how to visualize survival in various high threat situations.
Teaching technique should include ways to control breathing, how to remain calm, and managing hot cognitions. Teaching firefighters to remain cool should be done by making the connection between survival and managing emotions.
