WHEN SOMETHING GOES wrong, we immediately start looking for someone to blame. Blaming is a normal gut reaction, and we all do it. Other than making ourselves feel better, what are we really accomplishing when we affix blame? What is it that drives us to want to quickly find a scapegoat? Today the Internet provides the opportunity to affix blame instantaneously and to a worldwide audience. However, if our desire is to make positive improvements, we have to ask what value comes from blaming.
We sometimes feel differently after we have asked a couple of important questions first: Were the firefighters involved really in complete control, and are they truly to blame? Did they really have the authority to direct the dozens of different issues that combined to create this disaster? I am not saying that blatantly negligent or willfully dangerous acts by individuals who knew better should not be punished. Those are obviously inexcusable. I am talking about fireground incidents during normal work that are rarely that simple or clear-cut.
我也不是学习领导者是有罪的repeatedly failing to provide for and protect their troops. Leaders-fire chiefs, in particular-are responsible for the decisions they make with regard to equipment, procedures, staffing, and training. Leaders should always step forward to accept the mantle of responsibility; the buck stops with the chief. I say this, understanding that many fire-related tragedies are the result of a combination of deeply systemic, interconnected decisions that usually exceed one fire chief’s tenure.
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