Fire and Ice : Retired California State Fire Marshal Ronny J. Coleman said,

Sunday, January 26, 2020

Retired California State Fire Marshal Ronny J. Coleman said,

"My fire service career now almost spans a half a century. I have lost track of the tens of thousands of firefighters that I have had a chance to make acquaintance with. I can’t remember half of the fire chiefs that I had worked on projects with. Yet, when the name Dewey Whetsell is mentioned in a conversation I have this instant image and total recall of my exposure to him. Dewey Whetsell is not only unforgettable but inimitable.

"When he gave me a copy of this book to review I was looking forward to it for the simple reason that I expected it to be unusual. When I sat it down, I was even more fascinated by what it did to reinforce my perception about the man and his life. Dewey is not only the kind of person who tells you the way things are; but he also tells you the way it ought to be.

"I will never forget my first opportunity to meet Dewey at a training conference in Anchorage Alaska some twenty years ago. Coming up from the Lower 48 I had an impression in my own mind of who I was going to be talking to and what I was going to talk to him about. In a five minute conversation with Dewey, I was disabused from any idea that I was dealing with the back woods – instead I was confronted with a combination of real people who possessed almost renaissance like skills.

"Therefore, it was a pleasure and a unique honor to be able to write a forward of this book. If you complete this book without having an understanding of the passion, the commitment and the competency of this man and his peers in the great State of Alaska, I would be moderately surprised."

Currently, Ronny J. Coleman is Senior Vice President Emergency Services Consulting Inc.

FOR DISCUSSION GROUPS

Readers of the first edition of this book discussed within their own groups numerous topics they found useful in the emergency operations portion of this book. That’s not surprising, even though this book initial began as a memoir…not a text book. All of the officers of the Petersburg (Alaska) fire department were issued copies because of the tactics explained. And the marine firefighting stories were the basis of a class at the most recent conference of the state’s firefighters and fire chiefs associations held in Valdez.

But surprisingly, topics for discussions were gleaned from the Leadership or Management sections as well. Several items or stories evoked questions that got the conversations started. Here are some examples of those questions

1. The author suggests that the murder described on page 257 was a result of “Mean-World Syndrome”. Do you agree with his view of the shooter? Do you believe such a syndrome exists? Are there any known “powder kegs” in your service area around which you should be extra cautious?

2. In the chapter “Working with Cops and Other Miscellaneous Gun Calls”, the author described his fire department’s duties during hostage or barricaded-gunman situations. Is that cooperative duty something your department could or would be willing to offer local law enforcement? Is it something they might need?

3. In the same chapter, on page 95, the author presented a theory about the root-cause of the disparity between firefighters (particularly volunteer firefighters) and local cops or State Troopers. Do you agree with the author’s analysis of the causes of these conflicts. Is this a problem in your area? Can your discussion group imagine workable solutions?

4. Starting at the bottom of page 255 you read about the strange phenomenon that occurred between the author’s police officer son and the Asian gang member. The cause of this remarkable and instant rapport is really worth examining. Who, within your group, has ever experienced such a mutual turn-around? Was it intentional or accidental?

5. Racism and other forms of discrimination can divide departments into warring camps. Do you agree with the author’s view of the root-cause of this problem? How many exclusive “camps” can you identify in your department? Age, gender, race, economic income, political view, religious view, education, regional (urban vs. rural) are some camp criteria; criteria for “tribes” (as seen starting at the bottom of page 246). Are there irreconcilable differences and infighting within your membership? Is the author’s remedy workable for your department? Maybe beer-drinking should be prohibited for your discussion-group during this topic.

6. You read on page 234 the aftermath of the horrific plane crash in Oregon and the psychological depression suffered by responding cops and medics. However, the “critical incident stress” was much less pronounced with firefighters. Did the author’s analysis of this make sense to you? Was it useful information…useful for your EMS division

7. Page 249 (bottom) states that a volunteer fire department runs on Morale─not funding, not policies─ Morale. But if you take a positive and energetic department and “infiltrate it with a back-biter, sniveler, chronically negative person, and I’ll show you a department that can be destroyed in a year.” Do you agree with that statement? What do you believe is the greatest threat to department morale? Would the author’s remedy of this problem work in your department?

8. In the section “Conducting a Confrontation” (starting on page 277), did you find the planning process and checklist helpful in calming your anxiety about an upcoming confrontation. Do you feel assured that the plan will keep you on track, keep you in charge…make the event less unnerving?

9. In the chapters “Scabs Galore” and “Ammo for the Union” is a storehouse of generally unfamiliar management information. If 85% of American communities rely on the use of volunteer firefighters, at what point is a City running too high a risk by refusing to employ any paid firefighters? Is the statement (on page 220) commenting that you can employ as many paid firefighters as can be funded by a budget equivalent of 2.5 – 3 mills valid in your service area? Which of the general guidelines in these chapters should be modified for your service area?

10. Responding to disasters is tough enough just dealing with the incidents that come at you from outside. It can be made worse by adversity from within. You read on page 181 how (during the Exxon Valdez oil spill) Alaska’s lead emergency responder was stopped cold by the State’s highest-ranking budget officer, then remarked, “Oh, great. The elephants are stampeding, and we’re tripping over piss-ants.” Why did that roadblock not occur in Nova Scotia after the crash of SwissAir 111? What did the Canadians do differently? See page 174 and discuss.

Fire and Ice

Sunday, January 26, 2020

Retired California State Fire Marshal Ronny J. Coleman said,

OOPS!

EMS Division 2002

Division 2

2nd In

The Family

Fishing Boat Fires

Thanks for attending

PURCHASING THIS BOOK

FOR DISCUSSION GROUPS