2. AT THE FIRE STATION (SFFD – AIRPORT) MARTIN ON RIGHT AND CENTER
3. HISTORY, STRUCTURE, CULTURE
The San Francisco Fire Department (SFFD) has a history that spans
over 120 years.
It is a paramilitary rank and file structure which is known as a command
structure and consists of sections, divisions, battalions, and stations.
Within that structure there are chiefs, captains, lieutenants, and fire
fighters.
The culture that has grown from the long history of the SFFD is steeped
in tradition that is based on loyalty to its members and a love for the
city of San Francisco.
Firefighters rally around one another through triumph, victory, and even
death. This dedication to one another and to the cause of safety first,
has created a culture whereby unwritten rules of conduct, respect, and
the love for people in general are evident in the everyday actions and
attitude of the firefighter.
4. TIME HONORED DEDICATION….
Because soldiers are expected to make the supreme
sacrifice – give their lives, if necessary, in defense of the
nation and all that we stand for – it has become clear that
today’s soldiers are not as willing to blindly follow
leaders without question. More and more, they have
concerns about their leaders at every level. The soldiers
and the leaders both know that they need to be prepared
to use a different model for self-preservation. They all
need to serve in a different manner that is still consistent
with time-honored traditions of duty, honor, and country
(Bennis, Covey, Wheatley, & Bogle, 2002, p. 296).
6. PERSONNEL CHANGE – NEW FIRE CHIEF (FIRST DAY IN NEW POSITION AND AT THE
SFFD AIRPORT STATION, FIRST MEETING WITH FIREFIGHTERS)
ACTIONS OF NEW REACTIONS OF FIRE
FIRE CHIEF FIGHTERS
Spoke in a loud and Fire fighters took an immediate
threatening tone dislike to the new chief
Demanded that he be saluted One fire fighter folded his arms
when fire firefighters see him during the meeting and was
Instructed fire fighters park in a chastised by the chief
parking lot further from the
station The fire fighters felt they were
being bullied
Demanded station be clean at
all times Martin chose to speak with the
chief about the new changes
Announced inspection of
sleeping quarters
Ordered all non-job related
pictures be removed from walls
in sleeping quarters
7. COMMUNICATION ATTEMPT REGARDING NEW CHANGES
As the SFFD complied with the demands of the new chief, several of the fire
fighters complained to one another about not just the changes that were
being made but why they were being made and the tone in the chief’s
voice when these changes were told to them.
Because of the structural similarity to the military, the fire fighters
understood they would have to follow proper protocol if they wished to
seek answers to questions they might have about the new changes.
Kenneth Martin, decided he would follow the protocol to get the answers he
desired. He met with the chief and was not satisfied with the outcome.
“Because of the rank and file system, meaning that we have to do what
we are told no matter what or lose our jobs, the new chief’s tone and
attitude was sort of like a bully. He really didn’t like the fact that I was
asking why some of the changes were being made and he definitely
didn’t want to hear my suggestions, so it was a waste of time meeting
with him (Martin, 2011).
8. ELIMINATING RESISTANCE TO CHANGE
One of the biggest mistakes change leaders can make is to assume that
resistance is without merit. But resisters can shed valuable insights
about how proposed changes might be modified to increase the odds
for success (Michelman, 2007).
Dr. Michelle Bligh advises that “…change really needs to become an
idea or a force that people really see as inevitable, that it really must
happen. And that can happen through several communication outlets.
It can also happen through creating coalitions (Bligh).”
The chief should have anticipated at least some resistance to the changes
he advised would be taking place because he did not attempt to seek
any buy-in from the fire fighters beforehand.
“As individuals we want to have a say in what is happening to us in our
work lives, where the organization is going, and we want to really have
some participation in that process. So it is absolutely critical for
transformational leaders and change agents to involve people and let
them have a say in the changes that they’re experiencing (Bligh).”
9. STRATEGIES FOR LEADERS TO OVERCOME RESISTANCE TO
CHANGE
Surveys can help you scout out “Giving resisters their day in court
pockets of resistance among can do more than reveal potential
units. pitfalls; it can turn them into
powerful supporters (Ezop in
Once you’ve designated the
Michelman, 2007).”
areas of greatest
resistance, begin an aggressive The key to turning resisters
plan to understand it, make use around is to deconstruct their
of it, and overcome it. objections and rebuild their points
of view (Krippendorff in
“It’s important to assess whether
Michelman, 2007).
or not a person has sound
business reasons for not Once you have identified your
changing. Those who understand target belief’s weak point, attack it
the business well can shed with alternative language, logic, or
valuable insights about how evidence that focuses on positive
proposed changes might be outcomes of the change program.
modified to increase the odds for When all else fails, don’t be afraid
success. (Ezop in to address a question often on
Michelman, 2007).” resisters’ minds: What’s in it for
me (Michelman, 2007)?
11. CONCLUSIONS
Unfortunately, there are leaders who lead with a firm hand and the only
recourse employees have is to accept the behavior or quit their jobs. In
many organizations resisters to change resist in many different ways.
However, in the paramilitary rank and file system resistance to change
is not usually visible. “We take an oath to abide by the rules and
basically do what we are told. So we don’t get the opportunity to really
question what we are told or to do anything other than what we are told,
we just get used to it (Martin, 2011).”
Familiarity comes with living with the new procedures and goals; as the
threat of newness recedes, the culture will evolve. If the changes strike
at a core, deeply held belief or value, however, the culture will be very
slow to accept them, if it ever does. This may be troubling, but it is best
that you know about it because it will be a continuing source of ill
feeling and dissonance until the culture evolves or you decide to
change the changes in deference to the culture (Beach, 2006).
12. REFERENCES
Beach, L. R., (2006). Leadership and the art of change: A practical guide to
organizational transformation. Thousand Oaks: Sage Publications.
Bennis, W., Covey, S., Wheatley, M. & Bogle, J. (2002). Focus on
Leadership: Servant – Leadership for the 21st Century. New York:
John Wiley & Sons.
Bligh, M. (n.d.). Sustaining Change. Podcast retrieved from
http://sylvan.live.ecollege.com/. Laureate Education, Inc.
Bligh, M. (n.d.) Transformational Leadership. Podcast retrieved from
http://sylvan.live.ecollege.com/. Laureate Education, Inc.
Martin, Kenneth, Fire Fighter San Francisco Fire Department, Airport
Station, 2011.
Michelman, P. (2007). An article without a DOI number. Overcoming
Resistance to Change. Harvard Management Update, 12(7), 3–4.
