[Solved] FIR Unit IV JNL

Assignment Prompt & Instructions

See Attached

**files (2)**

– ## UnitIVJournal.docx

– ## UnitIV.pdf

**## UnitIVJournal.docx**

Unit IV Journal

Reflect on a time when you were responsible for making a significant decision independently within your organization.

Describe the process you followed to arrive at your decision, including a risk-benefit analysis to weigh the potential risks and benefits of the action. Explain how risk management factored into your decision-making process to reduce the potential for injuries and fatalities.

What were the outcomes of your choice? If given the opportunity to make this decision again, would you approach it the same way? Why or why not?

**## UnitIV.pdf**

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 1

Course Learning Outcomes for Unit IV

Upon completion of this unit, students should be able to:

2. Explain the concept of risk management.
2.1 Demonstrate the process of a risk-benefit analysis.
2.2 Consider how risk management can reduce the potential for injuries and fatalities.

Required Unit Resources

Chapter 3: Applying Risk Management Techniques

Chapter 9: Investigating Fatalities, Injuries, and Near-Misses

Unit Lesson

Introduction

Please view the Unit IV Video. Closed captioning will be available once you access the video.

In Unit IV, we examine various factors and concepts that apply to risk management. Having knowledge of
these factors and concepts can improve health and safety and reduce injuries and fatalities. As we stated in
previous units, there is a tremendous amount of risk associated with providing fire and emergency services.
We do not seek to eliminate risk because this is unrealistic, but we seek to reduce and eliminate risk with
certain activities by understanding and applying risk management concepts. Safety is everyone’s
responsibility, and it must be ingrained in our daily activities. Although organizational accountability is
expected and required, personal accountability for health and safety is key.

Risk-Benefit Analysis

According to Zimmerman (2021), a risk-benefit analysis “is simply the weighing of the facts by determining the
advantages and disadvantages of a certain activity” (p. 46). We conduct risk-benefit analyses several times a
day without ever being in a firehouse or at an emergency incident scene. Simply driving to work presents
opportunities to conduct a risk-benefit analysis. The reality is we get better at making decisions from the
experience of doing so. Mistakes are inevitable, even in the fire service. We will make mistakes, and it will be
important for us to capture and learn the lessons. We can learn from our own mistakes, and we can also learn
from the mistakes of others. What is most important is for us to have an open mind and be willing to learn and
grow.

Risk Management Steps and Decision-Making

In Chapter 3, we will examine the six steps for addressing risk management, as outlined by the Federal
Emergency Management Agency (FEMA). The steps include defining the context, identifying potential risk,
assessing and analyzing the risk, developing alternative plans, deciding on an action and implementing it, and
evaluating and monitoring the results of that action (Zimmerman, 2021). These steps are a framework for
decision-making. It is not realistic for firefighters to literally walk through this process with every decision. Risk
management concepts apply to both administrative and operational decision-making. The biggest difference
between administrative and operational decisions is the element of time.

There are certain situations that allow for emergency responders to make decisions without time pressure.
Decisions related to capital purchases, policy and procedure implementation, or staffing decisions can

UNIT IV STUDY GUIDE
Risk Management

[https://www.youtube.com/watch?v=Nivy4Lp7vHc](https://www.youtube.com/watch?v=Nivy4Lp7vHc)

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 2

UNIT x STUDY GUIDE
Title

generally be made with the benefit of time. There is no pressure to make these types of decisions. However,
that is not how most emergency responders think of decision-making. “Emergency responders learn how to
make decisions quickly based on limited and sometimes inaccurate information” (Zimmerman, 2021, p. 50).
This type of experience is beneficial when making decisions at an emergency incident, but it is not necessarily
beneficial when making other types of decisions.

In the book, Sources of Power: How People Make Decisions, Gary Klein (1988) describes the difference
between naturalistic and recognition-primed decision-making. Klein (1988) describes naturalistic decision-
making as a process of considering various options and then selecting the best option. This is more reflective
of administrative decision-making. Recognition-primed decision-making is described as having a slide tray of
options available, gained through experience. The decision maker does not necessarily consider various
options deliberately but relies on experience to make decisions based upon what has worked in previous
situations. The key factor in the success of recognition-primed decision-making is the experience of the
decision maker (Klein, 1998).

Risk Management

According to Zimmerman (2021), risk management can and should be applied at three different levels:
strategic, tactical, and task. Risk management at the strategic level applies to decisions such as whether
operations are conducted offensively, defensively, or not at all. This type of decision sets the stage for overall
safety based upon the conditions witnessed and information gathered early in an incident. If a decision is
made to operate offensively, the tactical-level decisions that are made must support the strategic goals
established. Risk management must continue at the tactical and task level.

There are several risk management systems that can be put into place to reduce injuries, increase safety, and
eliminate unsafe acts. The establishment and utilization of an incident command system at an emergency
incident is one way to increase safety. The establishment of a safety officer is also designed to improve
incident safety. However, the safety officer and incident commander are not solely responsible for safety.
Selecting the proper strategy for the conditions and situation are a big part of incident safety. It must be
stressed that all members operating at an emergency incident must be acting as safety officers as well. The
incident safety officer cannot be everywhere and cannot see everything. As the size, scope, complexity, and
geography of an incident increase, it is of utmost importance that each member be empowered to look for and
stop unsafe acts. The most logical way to improve safety and health is to ensure a culture of safety in the
organization.

“The best time to catch an unsafe act is before it ever happens” (Zimmerman, 2021, p. 83). This can be
accomplished through education, engineering, environment, and enforcement. Education can be thought of
as professional development and includes training, experience, and self-development. There must be an
organizational commitment to educating personnel about all facets of emergency response. An educated
firefighter will be much more likely to recognize an unsafe act, either in themself or in those operating around
them.

Engineering controls have improved fire ground and emergency incident safety with examples such as
seatbelt use and the use of a self-contained breathing apparatus (SCBA). Warning devices have been
incorporated into the fire apparatus that alert the occupants of the apparatus that someone is not properly
using a seatbelt. Gone are the days of a firefighter having to remember to arm their personal alert safety
system (PASS). The arming of the PASS has been incorporated into the activation of the SCBA when the
cylinder is turned on. Environment can be thought of as the culture of the organization. Consider what a
safety culture looks like and then consider how it affects organizational and personal safety.

Enforcement can also be a part of an organization’s culture. There may be policies and procedures that
address safety and health, but if they are not enforced, they may be contributing to the problem. Although
enforcement can take many forms, it is important to address safety violations early and often.

Situational Awareness

The concept of situational awareness is key in risk management and operations and is a component of overall
safety and health. If the goal is to improve safety by eliminating unsafe acts, members commanding and

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 3

UNIT x STUDY GUIDE
Title

operating at emergency incidents must be aware of all the conditions and situations happening around them.
A loss of situational awareness can put yourself and those operating around you at increased risk.

If an injury or fatality does not occur, it does not necessarily mean that all operations were conducted safely.
Hence, the importance of addressing all near-miss incidents is a way of gaining experience and knowledge. It
can be said that there is more to be gained from a near-miss incident than from an injury or a fatality, primarily
because they may occur much more frequently. Additionally, creating a culture of safety that recognizes the
need to report a near-miss incident as a learning opportunity can go a long way to improving overall
organizational safety.

References

Klein, G. (1999). Sources of power: How people make decisions. MIT Press.

Zimmerman, D. (2021). Fire fighter safety and survival (3rd ed.). Jones & Bartlett Learning.

https://online.vitalsource.com/#/books/9781284206128

Suggested Unit Resources

In order to access the following resource, click the link below.

To learn more about the importance of maintaining situational awareness when dealing with emergency
situations, visit the website below.

Situational Awareness Matters website

To learn more about various tools being developed to help first responders communicate and share
situational awareness with one another, please view the articles below.

Chehade, S., Matta, N., Pothin, J., & Cogranne, R. (2020, September). Handling effective communication to

support awareness in rescue operations. Journal of Contingencies and Crisis Management, 28(3),
307–323.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=146138820&site=ehost-live&scope=site

Mohsin, B., Steinhäusler, F., Madl, P., & Kiefel, M. (2016, September). An innovative system to enhance

situational awareness in disaster response. Journal of Homeland Security & Emergency
Management, 13(3), 301–327.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=119444329&site=ehost-live&scope=site

[https://www.samatters.com/](https://www.samatters.com/)

[https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bcr&AN=146138820&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bcr&AN=146138820&site=ehost-live&scope=site)

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– Course Learning Outcomes for Unit IV
– Required Unit Resources
– Unit Lesson

– Introduction
– Risk-Benefit Analysis
– Risk Management Steps and Decision-Making
– Risk Management
– Situational Awareness
– References

– Suggested Unit Resources

**## UnitIV.pdf**

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 1

Course Learning Outcomes for Unit IV

Upon completion of this unit, students should be able to:

2. Explain the concept of risk management.
2.1 Demonstrate the process of a risk-benefit analysis.
2.2 Consider how risk management can reduce the potential for injuries and fatalities.

Required Unit Resources

Chapter 3: Applying Risk Management Techniques

Chapter 9: Investigating Fatalities, Injuries, and Near-Misses

Unit Lesson

Introduction

Please view the Unit IV Video. Closed captioning will be available once you access the video.

In Unit IV, we examine various factors and concepts that apply to risk management. Having knowledge of
these factors and concepts can improve health and safety and reduce injuries and fatalities. As we stated in
previous units, there is a tremendous amount of risk associated with providing fire and emergency services.
We do not seek to eliminate risk because this is unrealistic, but we seek to reduce and eliminate risk with
certain activities by understanding and applying risk management concepts. Safety is everyone’s
responsibility, and it must be ingrained in our daily activities. Although organizational accountability is
expected and required, personal accountability for health and safety is key.

Risk-Benefit Analysis

According to Zimmerman (2021), a risk-benefit analysis “is simply the weighing of the facts by determining the
advantages and disadvantages of a certain activity” (p. 46). We conduct risk-benefit analyses several times a
day without ever being in a firehouse or at an emergency incident scene. Simply driving to work presents
opportunities to conduct a risk-benefit analysis. The reality is we get better at making decisions from the
experience of doing so. Mistakes are inevitable, even in the fire service. We will make mistakes, and it will be
important for us to capture and learn the lessons. We can learn from our own mistakes, and we can also learn
from the mistakes of others. What is most important is for us to have an open mind and be willing to learn and
grow.

Risk Management Steps and Decision-Making

In Chapter 3, we will examine the six steps for addressing risk management, as outlined by the Federal
Emergency Management Agency (FEMA). The steps include defining the context, identifying potential risk,
assessing and analyzing the risk, developing alternative plans, deciding on an action and implementing it, and
evaluating and monitoring the results of that action (Zimmerman, 2021). These steps are a framework for
decision-making. It is not realistic for firefighters to literally walk through this process with every decision. Risk
management concepts apply to both administrative and operational decision-making. The biggest difference
between administrative and operational decisions is the element of time.

There are certain situations that allow for emergency responders to make decisions without time pressure.
Decisions related to capital purchases, policy and procedure implementation, or staffing decisions can

UNIT IV STUDY GUIDE
Risk Management

[https://www.youtube.com/watch?v=Nivy4Lp7vHc](https://www.youtube.com/watch?v=Nivy4Lp7vHc)

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 2

UNIT x STUDY GUIDE
Title

generally be made with the benefit of time. There is no pressure to make these types of decisions. However,
that is not how most emergency responders think of decision-making. “Emergency responders learn how to
make decisions quickly based on limited and sometimes inaccurate information” (Zimmerman, 2021, p. 50).
This type of experience is beneficial when making decisions at an emergency incident, but it is not necessarily
beneficial when making other types of decisions.

In the book, Sources of Power: How People Make Decisions, Gary Klein (1988) describes the difference
between naturalistic and recognition-primed decision-making. Klein (1988) describes naturalistic decision-
making as a process of considering various options and then selecting the best option. This is more reflective
of administrative decision-making. Recognition-primed decision-making is described as having a slide tray of
options available, gained through experience. The decision maker does not necessarily consider various
options deliberately but relies on experience to make decisions based upon what has worked in previous
situations. The key factor in the success of recognition-primed decision-making is the experience of the
decision maker (Klein, 1998).

Risk Management

According to Zimmerman (2021), risk management can and should be applied at three different levels:
strategic, tactical, and task. Risk management at the strategic level applies to decisions such as whether
operations are conducted offensively, defensively, or not at all. This type of decision sets the stage for overall
safety based upon the conditions witnessed and information gathered early in an incident. If a decision is
made to operate offensively, the tactical-level decisions that are made must support the strategic goals
established. Risk management must continue at the tactical and task level.

There are several risk management systems that can be put into place to reduce injuries, increase safety, and
eliminate unsafe acts. The establishment and utilization of an incident command system at an emergency
incident is one way to increase safety. The establishment of a safety officer is also designed to improve
incident safety. However, the safety officer and incident commander are not solely responsible for safety.
Selecting the proper strategy for the conditions and situation are a big part of incident safety. It must be
stressed that all members operating at an emergency incident must be acting as safety officers as well. The
incident safety officer cannot be everywhere and cannot see everything. As the size, scope, complexity, and
geography of an incident increase, it is of utmost importance that each member be empowered to look for and
stop unsafe acts. The most logical way to improve safety and health is to ensure a culture of safety in the
organization.

“The best time to catch an unsafe act is before it ever happens” (Zimmerman, 2021, p. 83). This can be
accomplished through education, engineering, environment, and enforcement. Education can be thought of
as professional development and includes training, experience, and self-development. There must be an
organizational commitment to educating personnel about all facets of emergency response. An educated
firefighter will be much more likely to recognize an unsafe act, either in themself or in those operating around
them.

Engineering controls have improved fire ground and emergency incident safety with examples such as
seatbelt use and the use of a self-contained breathing apparatus (SCBA). Warning devices have been
incorporated into the fire apparatus that alert the occupants of the apparatus that someone is not properly
using a seatbelt. Gone are the days of a firefighter having to remember to arm their personal alert safety
system (PASS). The arming of the PASS has been incorporated into the activation of the SCBA when the
cylinder is turned on. Environment can be thought of as the culture of the organization. Consider what a
safety culture looks like and then consider how it affects organizational and personal safety.

Enforcement can also be a part of an organization’s culture. There may be policies and procedures that
address safety and health, but if they are not enforced, they may be contributing to the problem. Although
enforcement can take many forms, it is important to address safety violations early and often.

Situational Awareness

The concept of situational awareness is key in risk management and operations and is a component of overall
safety and health. If the goal is to improve safety by eliminating unsafe acts, members commanding and

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 3

UNIT x STUDY GUIDE
Title

operating at emergency incidents must be aware of all the conditions and situations happening around them.
A loss of situational awareness can put yourself and those operating around you at increased risk.

If an injury or fatality does not occur, it does not necessarily mean that all operations were conducted safely.
Hence, the importance of addressing all near-miss incidents is a way of gaining experience and knowledge. It
can be said that there is more to be gained from a near-miss incident than from an injury or a fatality, primarily
because they may occur much more frequently. Additionally, creating a culture of safety that recognizes the
need to report a near-miss incident as a learning opportunity can go a long way to improving overall
organizational safety.

References

Klein, G. (1999). Sources of power: How people make decisions. MIT Press.

Zimmerman, D. (2021). Fire fighter safety and survival (3rd ed.). Jones & Bartlett Learning.

https://online.vitalsource.com/#/books/9781284206128

Suggested Unit Resources

In order to access the following resource, click the link below.

To learn more about the importance of maintaining situational awareness when dealing with emergency
situations, visit the website below.

Situational Awareness Matters website

To learn more about various tools being developed to help first responders communicate and share
situational awareness with one another, please view the articles below.

Chehade, S., Matta, N., Pothin, J., & Cogranne, R. (2020, September). Handling effective communication to

support awareness in rescue operations. Journal of Contingencies and Crisis Management, 28(3),
307–323.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=146138820&site=ehost-live&scope=site

Mohsin, B., Steinhäusler, F., Madl, P., & Kiefel, M. (2016, September). An innovative system to enhance

situational awareness in disaster response. Journal of Homeland Security & Emergency
Management, 13(3), 301–327.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=119444329&site=ehost-live&scope=site

[https://www.samatters.com/](https://www.samatters.com/)

[https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bcr&AN=146138820&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bcr&AN=146138820&site=ehost-live&scope=site)

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– Course Learning Outcomes for Unit IV
– Required Unit Resources
– Unit Lesson

– Introduction
– Risk-Benefit Analysis
– Risk Management Steps and Decision-Making
– Risk Management
– Situational Awareness
– References

– Suggested Unit Resources

**## UnitIVJournal.docx**

Unit IV Journal

Reflect on a time when you were responsible for making a significant decision independently within your organization.

Describe the process you followed to arrive at your decision, including a risk-benefit analysis to weigh the potential risks and benefits of the action. Explain how risk management factored into your decision-making process to reduce the potential for injuries and fatalities.

What were the outcomes of your choice? If given the opportunity to make this decision again, would you approach it the same way? Why or why not?

**## UnitIV.pdf**

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 1

Course Learning Outcomes for Unit IV

Upon completion of this unit, students should be able to:

2. Explain the concept of risk management.
2.1 Demonstrate the process of a risk-benefit analysis.
2.2 Consider how risk management can reduce the potential for injuries and fatalities.

Required Unit Resources

Chapter 3: Applying Risk Management Techniques

Chapter 9: Investigating Fatalities, Injuries, and Near-Misses

Unit Lesson

Introduction

Please view the Unit IV Video. Closed captioning will be available once you access the video.

In Unit IV, we examine various factors and concepts that apply to risk management. Having knowledge of
these factors and concepts can improve health and safety and reduce injuries and fatalities. As we stated in
previous units, there is a tremendous amount of risk associated with providing fire and emergency services.
We do not seek to eliminate risk because this is unrealistic, but we seek to reduce and eliminate risk with
certain activities by understanding and applying risk management concepts. Safety is everyone’s
responsibility, and it must be ingrained in our daily activities. Although organizational accountability is
expected and required, personal accountability for health and safety is key.

Risk-Benefit Analysis

According to Zimmerman (2021), a risk-benefit analysis “is simply the weighing of the facts by determining the
advantages and disadvantages of a certain activity” (p. 46). We conduct risk-benefit analyses several times a
day without ever being in a firehouse or at an emergency incident scene. Simply driving to work presents
opportunities to conduct a risk-benefit analysis. The reality is we get better at making decisions from the
experience of doing so. Mistakes are inevitable, even in the fire service. We will make mistakes, and it will be
important for us to capture and learn the lessons. We can learn from our own mistakes, and we can also learn
from the mistakes of others. What is most important is for us to have an open mind and be willing to learn and
grow.

Risk Management Steps and Decision-Making

In Chapter 3, we will examine the six steps for addressing risk management, as outlined by the Federal
Emergency Management Agency (FEMA). The steps include defining the context, identifying potential risk,
assessing and analyzing the risk, developing alternative plans, deciding on an action and implementing it, and
evaluating and monitoring the results of that action (Zimmerman, 2021). These steps are a framework for
decision-making. It is not realistic for firefighters to literally walk through this process with every decision. Risk
management concepts apply to both administrative and operational decision-making. The biggest difference
between administrative and operational decisions is the element of time.

There are certain situations that allow for emergency responders to make decisions without time pressure.
Decisions related to capital purchases, policy and procedure implementation, or staffing decisions can

UNIT IV STUDY GUIDE
Risk Management

[https://www.youtube.com/watch?v=Nivy4Lp7vHc](https://www.youtube.com/watch?v=Nivy4Lp7vHc)

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 2

UNIT x STUDY GUIDE
Title

generally be made with the benefit of time. There is no pressure to make these types of decisions. However,
that is not how most emergency responders think of decision-making. “Emergency responders learn how to
make decisions quickly based on limited and sometimes inaccurate information” (Zimmerman, 2021, p. 50).
This type of experience is beneficial when making decisions at an emergency incident, but it is not necessarily
beneficial when making other types of decisions.

In the book, Sources of Power: How People Make Decisions, Gary Klein (1988) describes the difference
between naturalistic and recognition-primed decision-making. Klein (1988) describes naturalistic decision-
making as a process of considering various options and then selecting the best option. This is more reflective
of administrative decision-making. Recognition-primed decision-making is described as having a slide tray of
options available, gained through experience. The decision maker does not necessarily consider various
options deliberately but relies on experience to make decisions based upon what has worked in previous
situations. The key factor in the success of recognition-primed decision-making is the experience of the
decision maker (Klein, 1998).

Risk Management

According to Zimmerman (2021), risk management can and should be applied at three different levels:
strategic, tactical, and task. Risk management at the strategic level applies to decisions such as whether
operations are conducted offensively, defensively, or not at all. This type of decision sets the stage for overall
safety based upon the conditions witnessed and information gathered early in an incident. If a decision is
made to operate offensively, the tactical-level decisions that are made must support the strategic goals
established. Risk management must continue at the tactical and task level.

There are several risk management systems that can be put into place to reduce injuries, increase safety, and
eliminate unsafe acts. The establishment and utilization of an incident command system at an emergency
incident is one way to increase safety. The establishment of a safety officer is also designed to improve
incident safety. However, the safety officer and incident commander are not solely responsible for safety.
Selecting the proper strategy for the conditions and situation are a big part of incident safety. It must be
stressed that all members operating at an emergency incident must be acting as safety officers as well. The
incident safety officer cannot be everywhere and cannot see everything. As the size, scope, complexity, and
geography of an incident increase, it is of utmost importance that each member be empowered to look for and
stop unsafe acts. The most logical way to improve safety and health is to ensure a culture of safety in the
organization.

“The best time to catch an unsafe act is before it ever happens” (Zimmerman, 2021, p. 83). This can be
accomplished through education, engineering, environment, and enforcement. Education can be thought of
as professional development and includes training, experience, and self-development. There must be an
organizational commitment to educating personnel about all facets of emergency response. An educated
firefighter will be much more likely to recognize an unsafe act, either in themself or in those operating around
them.

Engineering controls have improved fire ground and emergency incident safety with examples such as
seatbelt use and the use of a self-contained breathing apparatus (SCBA). Warning devices have been
incorporated into the fire apparatus that alert the occupants of the apparatus that someone is not properly
using a seatbelt. Gone are the days of a firefighter having to remember to arm their personal alert safety
system (PASS). The arming of the PASS has been incorporated into the activation of the SCBA when the
cylinder is turned on. Environment can be thought of as the culture of the organization. Consider what a
safety culture looks like and then consider how it affects organizational and personal safety.

Enforcement can also be a part of an organization’s culture. There may be policies and procedures that
address safety and health, but if they are not enforced, they may be contributing to the problem. Although
enforcement can take many forms, it is important to address safety violations early and often.

Situational Awareness

The concept of situational awareness is key in risk management and operations and is a component of overall
safety and health. If the goal is to improve safety by eliminating unsafe acts, members commanding and

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 3

UNIT x STUDY GUIDE
Title

operating at emergency incidents must be aware of all the conditions and situations happening around them.
A loss of situational awareness can put yourself and those operating around you at increased risk.

If an injury or fatality does not occur, it does not necessarily mean that all operations were conducted safely.
Hence, the importance of addressing all near-miss incidents is a way of gaining experience and knowledge. It
can be said that there is more to be gained from a near-miss incident than from an injury or a fatality, primarily
because they may occur much more frequently. Additionally, creating a culture of safety that recognizes the
need to report a near-miss incident as a learning opportunity can go a long way to improving overall
organizational safety.

References

Klein, G. (1999). Sources of power: How people make decisions. MIT Press.

Zimmerman, D. (2021). Fire fighter safety and survival (3rd ed.). Jones & Bartlett Learning.

https://online.vitalsource.com/#/books/9781284206128

Suggested Unit Resources

In order to access the following resource, click the link below.

To learn more about the importance of maintaining situational awareness when dealing with emergency
situations, visit the website below.

Situational Awareness Matters website

To learn more about various tools being developed to help first responders communicate and share
situational awareness with one another, please view the articles below.

Chehade, S., Matta, N., Pothin, J., & Cogranne, R. (2020, September). Handling effective communication to

support awareness in rescue operations. Journal of Contingencies and Crisis Management, 28(3),
307–323.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=146138820&site=ehost-live&scope=site

Mohsin, B., Steinhäusler, F., Madl, P., & Kiefel, M. (2016, September). An innovative system to enhance

situational awareness in disaster response. Journal of Homeland Security & Emergency
Management, 13(3), 301–327.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=119444329&site=ehost-live&scope=site

[https://www.samatters.com/](https://www.samatters.com/)

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– Course Learning Outcomes for Unit IV
– Required Unit Resources
– Unit Lesson

– Introduction
– Risk-Benefit Analysis
– Risk Management Steps and Decision-Making
– Risk Management
– Situational Awareness
– References

– Suggested Unit Resources

**## UnitIVJournal.docx**

Unit IV Journal

Reflect on a time when you were responsible for making a significant decision independently within your organization.

Describe the process you followed to arrive at your decision, including a risk-benefit analysis to weigh the potential risks and benefits of the action. Explain how risk management factored into your decision-making process to reduce the potential for injuries and fatalities.

What were the outcomes of your choice? If given the opportunity to make this decision again, would you approach it the same way? Why or why not?

**## UnitIV.pdf**

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 1

Course Learning Outcomes for Unit IV

Upon completion of this unit, students should be able to:

2. Explain the concept of risk management.
2.1 Demonstrate the process of a risk-benefit analysis.
2.2 Consider how risk management can reduce the potential for injuries and fatalities.

Required Unit Resources

Chapter 3: Applying Risk Management Techniques

Chapter 9: Investigating Fatalities, Injuries, and Near-Misses

Unit Lesson

Introduction

Please view the Unit IV Video. Closed captioning will be available once you access the video.

In Unit IV, we examine various factors and concepts that apply to risk management. Having knowledge of
these factors and concepts can improve health and safety and reduce injuries and fatalities. As we stated in
previous units, there is a tremendous amount of risk associated with providing fire and emergency services.
We do not seek to eliminate risk because this is unrealistic, but we seek to reduce and eliminate risk with
certain activities by understanding and applying risk management concepts. Safety is everyone’s
responsibility, and it must be ingrained in our daily activities. Although organizational accountability is
expected and required, personal accountability for health and safety is key.

Risk-Benefit Analysis

According to Zimmerman (2021), a risk-benefit analysis “is simply the weighing of the facts by determining the
advantages and disadvantages of a certain activity” (p. 46). We conduct risk-benefit analyses several times a
day without ever being in a firehouse or at an emergency incident scene. Simply driving to work presents
opportunities to conduct a risk-benefit analysis. The reality is we get better at making decisions from the
experience of doing so. Mistakes are inevitable, even in the fire service. We will make mistakes, and it will be
important for us to capture and learn the lessons. We can learn from our own mistakes, and we can also learn
from the mistakes of others. What is most important is for us to have an open mind and be willing to learn and
grow.

Risk Management Steps and Decision-Making

In Chapter 3, we will examine the six steps for addressing risk management, as outlined by the Federal
Emergency Management Agency (FEMA). The steps include defining the context, identifying potential risk,
assessing and analyzing the risk, developing alternative plans, deciding on an action and implementing it, and
evaluating and monitoring the results of that action (Zimmerman, 2021). These steps are a framework for
decision-making. It is not realistic for firefighters to literally walk through this process with every decision. Risk
management concepts apply to both administrative and operational decision-making. The biggest difference
between administrative and operational decisions is the element of time.

There are certain situations that allow for emergency responders to make decisions without time pressure.
Decisions related to capital purchases, policy and procedure implementation, or staffing decisions can

UNIT IV STUDY GUIDE
Risk Management

[https://www.youtube.com/watch?v=Nivy4Lp7vHc](https://www.youtube.com/watch?v=Nivy4Lp7vHc)

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 2

UNIT x STUDY GUIDE
Title

generally be made with the benefit of time. There is no pressure to make these types of decisions. However,
that is not how most emergency responders think of decision-making. “Emergency responders learn how to
make decisions quickly based on limited and sometimes inaccurate information” (Zimmerman, 2021, p. 50).
This type of experience is beneficial when making decisions at an emergency incident, but it is not necessarily
beneficial when making other types of decisions.

In the book, Sources of Power: How People Make Decisions, Gary Klein (1988) describes the difference
between naturalistic and recognition-primed decision-making. Klein (1988) describes naturalistic decision-
making as a process of considering various options and then selecting the best option. This is more reflective
of administrative decision-making. Recognition-primed decision-making is described as having a slide tray of
options available, gained through experience. The decision maker does not necessarily consider various
options deliberately but relies on experience to make decisions based upon what has worked in previous
situations. The key factor in the success of recognition-primed decision-making is the experience of the
decision maker (Klein, 1998).

Risk Management

According to Zimmerman (2021), risk management can and should be applied at three different levels:
strategic, tactical, and task. Risk management at the strategic level applies to decisions such as whether
operations are conducted offensively, defensively, or not at all. This type of decision sets the stage for overall
safety based upon the conditions witnessed and information gathered early in an incident. If a decision is
made to operate offensively, the tactical-level decisions that are made must support the strategic goals
established. Risk management must continue at the tactical and task level.

There are several risk management systems that can be put into place to reduce injuries, increase safety, and
eliminate unsafe acts. The establishment and utilization of an incident command system at an emergency
incident is one way to increase safety. The establishment of a safety officer is also designed to improve
incident safety. However, the safety officer and incident commander are not solely responsible for safety.
Selecting the proper strategy for the conditions and situation are a big part of incident safety. It must be
stressed that all members operating at an emergency incident must be acting as safety officers as well. The
incident safety officer cannot be everywhere and cannot see everything. As the size, scope, complexity, and
geography of an incident increase, it is of utmost importance that each member be empowered to look for and
stop unsafe acts. The most logical way to improve safety and health is to ensure a culture of safety in the
organization.

“The best time to catch an unsafe act is before it ever happens” (Zimmerman, 2021, p. 83). This can be
accomplished through education, engineering, environment, and enforcement. Education can be thought of
as professional development and includes training, experience, and self-development. There must be an
organizational commitment to educating personnel about all facets of emergency response. An educated
firefighter will be much more likely to recognize an unsafe act, either in themself or in those operating around
them.

Engineering controls have improved fire ground and emergency incident safety with examples such as
seatbelt use and the use of a self-contained breathing apparatus (SCBA). Warning devices have been
incorporated into the fire apparatus that alert the occupants of the apparatus that someone is not properly
using a seatbelt. Gone are the days of a firefighter having to remember to arm their personal alert safety
system (PASS). The arming of the PASS has been incorporated into the activation of the SCBA when the
cylinder is turned on. Environment can be thought of as the culture of the organization. Consider what a
safety culture looks like and then consider how it affects organizational and personal safety.

Enforcement can also be a part of an organization’s culture. There may be policies and procedures that
address safety and health, but if they are not enforced, they may be contributing to the problem. Although
enforcement can take many forms, it is important to address safety violations early and often.

Situational Awareness

The concept of situational awareness is key in risk management and operations and is a component of overall
safety and health. If the goal is to improve safety by eliminating unsafe acts, members commanding and

FIR 2302, Principles of Fire and Emergency Services Safety and Survival 3

UNIT x STUDY GUIDE
Title

operating at emergency incidents must be aware of all the conditions and situations happening around them.
A loss of situational awareness can put yourself and those operating around you at increased risk.

If an injury or fatality does not occur, it does not necessarily mean that all operations were conducted safely.
Hence, the importance of addressing all near-miss incidents is a way of gaining experience and knowledge. It
can be said that there is more to be gained from a near-miss incident than from an injury or a fatality, primarily
because they may occur much more frequently. Additionally, creating a culture of safety that recognizes the
need to report a near-miss incident as a learning opportunity can go a long way to improving overall
organizational safety.

References

Klein, G. (1999). Sources of power: How people make decisions. MIT Press.

Zimmerman, D. (2021). Fire fighter safety and survival (3rd ed.). Jones & Bartlett Learning.

https://online.vitalsource.com/#/books/9781284206128

Suggested Unit Resources

In order to access the following resource, click the link below.

To learn more about the importance of maintaining situational awareness when dealing with emergency
situations, visit the website below.

Situational Awareness Matters website

To learn more about various tools being developed to help first responders communicate and share
situational awareness with one another, please view the articles below.

Chehade, S., Matta, N., Pothin, J., & Cogranne, R. (2020, September). Handling effective communication to

support awareness in rescue operations. Journal of Contingencies and Crisis Management, 28(3),
307–323.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=146138820&site=ehost-live&scope=site

Mohsin, B., Steinhäusler, F., Madl, P., & Kiefel, M. (2016, September). An innovative system to enhance

situational awareness in disaster response. Journal of Homeland Security & Emergency
Management, 13(3), 301–327.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bcr&AN=119444329&site=ehost-live&scope=site

[https://www.samatters.com/](https://www.samatters.com/)

[https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bcr&AN=146138820&site=ehost-live&scope=site](https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bcr&AN=146138820&site=ehost-live&scope=site)

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– Course Learning Outcomes for Unit IV
– Required Unit Resources
– Unit Lesson

– Introduction
– Risk-Benefit Analysis
– Risk Management Steps and Decision-Making
– Risk Management
– Situational Awareness
– References

– Suggested Unit Resources