By Eric Latimer
Several firehouse rules, both written and unwritten, have stood the test of time, shift after shift. One such rule is to avoid talking about religion, politics and relationships at the kitchen table. Many consider the firehouse kitchen table to be sacred – a place where firefighters can converge to sip coffee, relax, joke around and, really, bond as a crew.
Over time, firehouse culture has evolved, and we have been more open to talking about relationships and life in general, all to help one another navigate specific needs in our lives. Additionally, we are emphasizing mental health more now, with the encouragement to seek help through open and honest conversations with family, friends and fellow firefighters. More personal conversations at the kitchen table are now encouraged, ideally with respect and neutrality.
Over the past several years, though, politics at every level has become increasingly divisive. This divisiveness has eventually – and perhaps not surprisingly – spilled into our firehouses, as individuals share or defend their personal positions on various issues. Conversations can quickly turn contentious among crewmembers, creating animosity and eroding crew cohesion.
Identify and address biases
As leaders, it’s crucial to remember that regardless of personal beliefs, every firefighter is a valued member of our family. Impartiality is key when leading in the station and the community. Two biases that can undermine this impartiality within the fire station are complicit bias and implicit bias. Both can erode trust and unity within the organization and the fire crew.
Complicit bias is a bias one can control based on personal belief. For example, if a firefighter or group of firefighters demonstrate support for or against one political candidate or party and other firefighters do not share the same position, a bias against each other could develop. This could lead to division within the firehouse, including unfavorable actions toward the other group.
When leaders witness complicit bias, it’s crucial to take action promptly to minimize its potential impact on the crew. Leaders play a vital role in reducing the impact by fostering an environment where respectful conversations are encouraged and all voices are heard. By reminding the crew of the organization’s values and the shared mission, leaders can reinforce a sense of belonging and purpose. Cultivating a healthy culture within the fire stations, where meaningful and in-depth conversations are the norm further strengthens the team’s unity and commitment.
Implicit bias is an unconscious action rooted in a bias against an individual or group. For example, if you see that one firefighter is spending time with a group of firefighters who are heavily involved in a particular hobby, you may assume that they have the same political beliefs as them. Even watching particular news channels can cause one to assume a particular political belief or position.
To help minimize implicit bias within yourself, try to be aware of the various stereotypes you hold within, and create non-stereotypical alternatives. Try to look at the person as an individual, not as part of the group. Take time to learn about individuals on your crew and their interests outside of any group. Interact with people who are different than you and have different beliefs. These are just a few ways you can avoid implicit biases of individuals or groups. Most importantly, you are responsible for identifying and understanding your implicitness. Encourage your members to do the same self-analysis.
This is particularly important when conversations at the kitchen table become spirited. It’s essential to encourage your firefighters to engage in discussions with one another but always in a respectful manner. As a leader, avoid getting drawn into contentious conversations that could potentially impact or disrupt the crew’s cohesion. Such actions could lead to unfair biases against you as their leader, thus creating a difficult situation to navigate.
Understand the impact
The impact of biases on community service is profound and cannot be overstated. Crew cohesion is essential when operating in any emergency, and it is visibly demonstrated when performing tasks. When crews experience a breakdown in cohesion due to biases or disagreements, it can lead to trust issues, avoidance of crewmembers, lack of pride, and apprehension of performing certain tasks on the fireground. All of these factors directly impact the way our services are delivered to the community. When a 911 call is placed, the person on the other end of the line has a high expectation of the fire department solving their problem. It’s crucial that biases or disagreements held in the firehouse do not impact the community’s expectations of you solving their problem. The urgency and importance of addressing biases in the workplace cannot be overstated.
Remember, when firefighters come onto shift, their opinions don’t diminish their ability to perform their duties. Each firefighter is committed to serving the citizens and their crew to the best of their ability. If biases are developing against a single firefighter or a group of firefighters, it’s important to pause and remind yourself or them that they are all firefighters serving their community, just like you.
ABOUT THE AUTHOR
Eric Latimer is the division chief of Fire Operations for the Springfield (Missouri) Fire Department where he has served the citizens of Springfield for over 26 years. Chief Latimer holds a master’s degree in communication from Missouri State University, completed his Executive Fire Officer at the National Fire Academy, and holds his Chief Fire Officer designation through the Center for Public Safety Excellence (CPSE). Additionally, he has attended the Executive Leaders Program (ELP) from the Center for Homeland Security and Defense and the National Preparedness Leadership Initiative through Harvard University. Prior to becoming a chief officer, Latimer was the political director for IAFF Local 152 and is a vice president emeritus for the Missouri State Council of Fire Fighters.