Failure to recognize unsafe situations. Failure to prevent unsafe actions. Failure to deliver effective operations. These are the results of poor situational awareness in emergency responders of all levels. This program uses real-life case studies and in-class exercises to train emergency responders in applying the six steps of situational awareness and action so that on the fireground and in the field they can be aware, alert, aggressive, always!
Who - Emergency Responders of all levels
What - Situational Awareness
Where - on the fireground / in the field
When - at all times
Why - for safe and effective action
How - through understanding and applying the six steps of Situational Awareness and ACTION
WOW - using real life case studies and in-class exercises
12. Defined as
⢠âKnowing what is going on so you
can figure out what to do."
Involves
⢠Perceiving, Processing, & Predicting
⢠Decision Making, Taking Action,
Communicating & Coordinating
13.
14. What critical
Cues & Clues?
What is going
on?
Where is it
going (and
how fast)?
Decide on
Action to
help!
Take Effective
Action!
Communicate
& Coordinate!
19. Change in location (including arrival)
Change in task (including receiving assignment)
Change in resources (tools, water, crew, etc.)
Change in conditions (or conditions do not change)
YOU MUST ACTIVELYâŚ
PERCEIVE, PROCESS, PREDICT
DECIDE, TAKE ACTION, COMMUNICATE & COORD.
31. Perceived information is filtered and
prioritized to identify critical clues & cues
Critical clues and cues form a Mental Model
Processing is based on education and
experience (if reflective)
37. Classic decision making
⢠Define, Goals, Options, Select, Act, Evaluate
Recognition Primed Decision Making
⢠Reflex decision making based on previous
experience
⢠Pattern matching from long term memory
⢠Right experience helps right pattern matching
⢠Pattern matching to observations not
assumptions
61. Decision making becomes intuitive (System 1)
Hypervigilant and easily distracted
Attention focus is narrowed
Struggle to understand and process complex information
Revert to behaviors that are routine, comfortable, or habit
⢠We do not rise to the occasion, we fall back on our training.
⢠We do not train until we get it right, we train until we do not get it wrong.
62.
63.
64.
65.
66. You will naturally confirm your expectations
You will naturally ignore conflicts with expectations
Conflicts must be immediateRED FLAGS
Look for MISSING critical clues and cues.
⢠âI didnât see this, but I should have.â
⢠âIf it was THIS, then I SHOULD see THAT.â
70. ⢠The OODA Loop
⢠Observe - Perceive
⢠Orient â Process & Predict
⢠Decide - Decide
⢠Act â Take Action, Communicate & Coord.
⢠Loop â Then do it again, rapidly
71. Pattern matching accelerates decision
making for experienced firefighters
No reflective experience with this situation
will not help
Over reliance can lead to expectation errors
72. System 1: Intuition
â˘Fast, automatic, frequent, emotional,
stereotypic, subconscious
System 2: Reasoning
â˘Slow, effortful, infrequent, logical,
calculating, conscious
73. System 2 is most active
System 1 is always trying to take control
Critical Situations trigger System 2
System 2 will seek info as needed
We train to make things System 1
74. Do not commit to an action
and then simply focus on that
action.
Do not wait until the action is
complete to re-scan for SA+A.
75. Will our action be able to achieve our goal
in time?
If the answer is no, pick something that you
CAN do something about.
Do not pick a strategy or tactic that is not
going to change the outcome.
⢠Flowing not enough water
⢠Committing to search with a low survivability profile