Sometimes companies or projects get into trouble, and "fires" erupt one after another. When this happens, we say we're in "firefighting" mode. But it's more than a metaphor — we have a lot to learn from wildland firefighters.
hen companies or projects get into trouble, we take corrective action, and usually we get things back into alignment. When we can't, and when new problems come up one after the other, we often describe our activities as "firefighting." Wildland firefighters know that they're doing dangerous workWe think of ourselves as moving from fire to fire, putting out the flames.
Firefighting is a metaphor that's more useful than it first appears. If we study the operations of the professional firefighters, especially wildland firefighters, we can learn some lessons that apply to managing projects or companies.
Safety first
Wildland firefighters know that they're doing dangerous work. They're trained in safety, and everyone understands that safety is the first priority.
Organizational firefighting is career-dangerous. Too often we put our own careers at risk, and expect others to do so, too.
Asking people to take high-risk responsibilities without regard to their career health is unreasonable. If we want people to step forward when they're needed, and to be effective when they do, we must configure high-risk assignments to benefit the people who accept them. Put career-safety first.
Fire is natural
Wildland fire is a natural part of the forest ecosystem. Many plants and animals depend on the effects of fire for their own health and for their very survival.
Sometimes we think of "organizational fires" as annoying and unexpected — as signs of our failure to anticipate well enough.
Organizational fires are natural for innovative activity, because innovation is inherently risky. When you plan a project, include reserves for handling organizational fires. Expect the unexpected.
Fire spreads
Wildland firefighters don't try to extinguish major fires — they control them. They direct the fire into uninhabited areas, or into areas that will cause the fire to burn out.
When we try to save a project that's in trouble, we expend scarce resources and attention in what might be a futile effort. This puts other projects at risk, and can cause the organizational fire to spread.
When wisdom and experience suggest early cancellation or liquidation, consider these options seriously. Focus on protecting the parts of the organization that aren't yet on fire, rather than on rescuing doomed ventures.
Fight fire with hotshot teams
The US Forest Service uses a network of "Hotshot" teams to fight wildland fire. They're highly trained and dedicated to their jobs.
Organizations typically rely on operational teams to extinguish their own fires. Except for a few "turnaround" consultants, we generally don't train or hire "organizational fire" specialists.
If your organization has many fires, designate an elite hotshot team. If fires are rare, use consulting specialists to fight organizational fires. Their experience is a valuable asset.
Effective organizational management requires acknowledging the reality and importance of organization fire. To pretend that organizational fire doesn't exist, or that it can be completely eliminated, is to provide fuel for the next fire. TopNext Issue
Or visit the US Public Broadcasting Web page about the Nova program "Fire Wars," a documentary about a team of wildland firefighters called the Arrowhead Hotshots, filmed as they fought fires during the then-most-intense-to-date fire season of 2000. .
Today's newsletter is inspired and inspiring! I wish I'd had that advice while I was on my last engagement in Software Configuration Management at Eastman Kodak.
At one point my manager was complaining to me about being dinged by his manager so unfairly while his team (us) was doing the only productive work in fighting a fire. I told him, quite spontaneously, "This project is a place where firefighters are accused of arson because they're the closest to the fire." It really hit him, and he said he'd like to use that line on his boss! I think it's often true in projects in crisis.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
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Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
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Are your projects always late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips & techniques for organizational leaders. Check it out!
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Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
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hen companies or projects get into trouble, we take corrective action, and usually we get things back into alignment. When we can't, and when new problems come up one after the other, we often describe our activities as "firefighting." Wildland firefighters
Top 
Next IssueFor more on organizational firefighting, see "Organizational Firefighting."
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
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Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008! Check it out!
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Are your projects always late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips & techniques for organizational leaders. Check it out!
Are you fed up with tense, explosive meetings? Are you or a colleague targets of a bully? Read 101 Tips for Managing Conflict to learn how to make peace with conflict. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Save a bundle and even more important save time! Order the Combo Package and download all 21 ebooks and tips books at once, for one low price of USD 161.95 vs. USD 317.97, a savings of over 49% compared to ordering them separately.
