Incident Command Philosophy and Mindset

The ability of a commander to effectively manage the number of resources under their control.

A command structure where all resources report directly to the incident commander (IC) and all decisions are made by the IC.

A command structure where decision-making is distributed among different levels of command, allowing for faster and more efficient responses to dynamic situations.

The concept of preparing for unexpected events and considering different possibilities beyond standard procedures.

The ability to foresee and prepare for potential challenges and obstacles in a situation.

Engaging in activities that mimic the conditions of a real-world incident, including stress and uncertainty.

The process of creating detailed plans for specific locations or incidents, including potential hazards and responses.

A combination of activities that build trust, communication, and cooperation among team members.

A clear and concise statement of the purpose and desired end state of an operation. It provides focus to the staff and helps subordinate commanders act independently to achieve desired results.

A command style that focuses on controlling standards, expectations, and performance rather than micromanaging tasks. It involves continuous training, coaching, and empowering subordinates to act independently.

A way of thinking and acting that focuses on the purpose of the operation rather than how to perform specific tasks. It allows subordinates to exercise more freedom of action within the commander's intent.

The process of setting the necessary conditions for success by allocating resources to subordinates based on their assigned tasks. It ensures that subordinates have the tools and support they need to accomplish their mission.

The declaration of Incident Priority/Strategy upon assuming command. It sets the boundaries for the incident and allows tactical divisions to execute mission objectives.

The process of integrating mission command principles into all aspects of an organization, from training to problem-solving. It helps create a culture that empowers individuals to act independently.

The time spent training, drilling, pre-planning, coaching, and communicating prior to an operation. It prepares the team for success and simplifies command and control during an actual incident.

The ability of a commander to control standards, expectations, and performance without constantly micromanaging their team. It allows for greater flexibility and adaptability during operations.

The most important element in the Operations Triangle, it includes the strategic plan, tactics, and incident priorities (search, fire attack, etc.).

The pre-determined rules and procedures used in fire incidents. They ensure consistent and safe actions from all personnel.

A system for controlling and coordinating resources and activities at incidents. Helps manage resources, communication, and the incident itself.

A type of fire that involves burning vegetation and wild areas, often spreading rapidly.

A type of fire that occurs inside a structure like a building, involving various flammable materials.

The difference in how quickly wildland and structure fires progress, with wildland fires being relatively slower and structure fires being more rapid.

The level of safety and protection firefighters have in different environments, with structure fires demanding heavier protective equipment due to greater risk of smoke and heat.

The relative ease of communication during firefighting operations, often hindered by factors like smoke and confined spaces in structure fires.

The ability to understand the overall situation and surroundings during a fire, which can be challenging in structure fires due to smoke and limited visibility.

The level of predictability of fire behavior, with wildland fires being generally more predictable than structure fires due to varying conditions like wind and terrain.

The duration of a fire incident, with structure fires generally lasting minutes to hours, while wildland fires can persist for days or even weeks.

The level of support provided to firefighters from external resources like air support and personnel, typically less available for structure fires compared to wildland fires due to the different nature of the operation.

Type 4 incidents involve multiple alarms and require a coordinated response from multiple agencies. This can be a challenging scenario for incident command systems (ICS) implementation due to the complexities of managing resources and communications across a large-scale operation.

Type 5 incidents represent single alarms with a smaller scale and fewer resources involved. These incidents often pose a challenge for ICS adoption as they are frequently handled by smaller, localized teams.

A decentralized approach to incident management, where each officer on a single or multi-alarm response acts as a Type 5 or Type 4 Incident Management Team (IMT), respectively. This strategy relies heavily on trust and training within the team to ensure effective decision-making and coordination.

The phenomenon where a quiet radio channel indicates effective management because conversations are happening directly between officers at the divisional or group level, reducing the need for constant radio communication. This illustrates the value of effective delegation and communication within a decentralized system.

The misunderstanding or lack of clarity about the current situation during an incident. This can arise from unclear information flow, communication difficulties, or a scarcity of accurate updates.

The understanding that ICS is not only relevant for large-scale events like wildland fires but also valuable in managing smaller incidents, including structure fires.

The process of analyzing an incident to determine its nature, scope, and potential risks. This continuous mental process involves assessing the situation, predicting its potential evolution, and making decisions based on the available information.

A mental exercise that helps the IC anticipate future events, plan for contingencies (Plan B), and prepare for unexpected developments within the incident itself (e.g., fire spreading, additional injuries).

The act of effectively conveying information, actions, and decisions within a group responding to an incident. This includes clear communication of objectives, strategies, and updates to ensure everyone is aware of the situation.

Determining the specific actions or goals that must be achieved to successfully manage an incident. These objectives provide clear direction for responders and focus their efforts on the most critical aspects of the situation.

A tactical approach to incident management that involves establishing a clear command structure by dividing responders into teams (Divisions and Groups) with specific roles and responsibilities, enabling more efficient management of resources and coordination of efforts, even in complex situations.

Having alternative plans in place to address unforeseen challenges or changes in the situation. These plans ensure that a response is ready to adapt and respond effectively to changing circumstances, maintaining flexibility and control.