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fire officer 18 Flashcards

1
Q

A new behavior modification training system Knows as (***) was developed in 1979 NASA workshop that examined the role in human error in aviation accidents.

A

Crew resource Management CRM

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2
Q

Part of the 80 percent reduction in the aviation industries accident rate is attributed to the development, refinement, and system wide adoption of (*****)

A

CRM

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3
Q

Reason provides two reasons why holes appear in the layers of defense:

A
  1. Active failures

2. Latent conditions

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4
Q

(****) are unsafe acts that are committed by people who are in direct contact with the situation or system

A

Active failures

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5
Q

Not wearing a seat belt while in a moving vehicle is an example of an (**)

A

active failure

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6
Q

(**) are the inevitable resident pathogens within the system.

A

Latent conditions

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7
Q

Latent conditions have two types of adverse effects First they can translate in to (**) within the workplace. They also create long lasting holes an weaknesses in the defense. Examples include untrustworthy alarms, unworkable procedures, and design and construction difficulties.

A

error provoking work conditions

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8
Q

CRM is an error management model with three activities:

A

avoidance
entrapment,
and mitigating consequences

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9
Q

(***) provides the greatest opportunity for trapping and preventing errors from becoming a catastrophes

A

error avoidance

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10
Q

(***) is the action taken by emergency responders to minimize the effect of an emergency on the community.

A

mitigation

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11
Q

There are several variations of CRM models. The fire service models cover six areas:

A 
communications
teamwork
critical decision making
situational awareness
 and debriefing.
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12
Q

Regardless of which CRM model is used the following conditions are assumed as accurate. Everyone within the department need to recognize that:

A

No one is infallible
Humans create technology therefore technology s fallible.
catastrophes are the results of a chain of events
Everyone has an obligation to speak up when seeing something wrong.
People working together effectively are less likely to have accidents
In order for the team to become more effective, every member of the team must participate

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13
Q

Developing a () and teaching appropriate (**) are the keys to reducing errors resulting form miscommunication.

A

standard language

assertive behavior

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14
Q

The CRM enriched environment generates a climate where the freedom to question is (*****)

A

encouraged

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15
Q

A discrepancy between what is going on and what should be going occurring is often the first indication of an (**)

A

error

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16
Q

The British aviation world initially termed CRM (*****) because of the philosophy promotion of specific steps subordinates take to question authority and authority’s specific direction to listen to subordinates.

A

charm school

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17
Q

(**) and (*) are discrete, learnable skills that promote synergy between the mechanical element and the human players.

A

inquiry

advocacy

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18
Q

(****) is the process of questioning a situation that causes concern.

A

inquiry

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19
Q

(***) is the statement of opinion that recommends what one believes is the proper course of action under a specific set of circumstances

A

advocacy

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20
Q

The fator to keep in mid is that (***) should not focus on who is right, but what is right.

A

communication

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21
Q

Assertive statement process:

A 
Opening attention getter
State your concern
State the problem you see
State the solution
Obtain agreement or buy in
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22
Q

THe inquiry and advocacy process ant he assertive statement are essential components of the communications segment of (*****)

A

CRM

23
Q

The national Response Frame work and the(((((****))) provide the formal structure for crew resource management at the task, tactical, and strategic levels.

A

incident command system

24
Q

Fire officers formally exercise leadership of the team through a combination of (**) and (*)

A

rank

authority

25
Q

The informal authority to lead is derived through (**)

A

respect

26
Q

True respect is based on three competencies; (****)

A

personal
technical
social

27
Q

(***) competence refers to an individuals own internal strengths, capabilities, and character.

A

personal

28
Q

(**) competence refers to an individuals ability to preform tasks that require specific knowledge or skills.

A

technical

29
Q

(**) competence refers to the persons ability to interact effectively with other people

A

social

30
Q

(****) competence requires knowing how to speak to people respectfully, whether praising or chastising them.

A

Social

31
Q

Leading by (**) requires constant effort on the part of the leader, with no opportunities to turn the positive role model on or off at different times.

A

example

32
Q

The focal point of CRM in conflict resolution is to focus on (****) not who is right.

A

what is right

33
Q

(**) is the appropriate actions of those who are led.

A

followership

34
Q

All followers should preform a self assessment of there ability to function as part of a team. The self assessment should consider four critical areas:

A
  1. physical condition
  2. Mental condition
  3. Attitude
  4. Understanding human behavior
35
Q

(****) refers to dividing responsibilities among individuals and teams in a manner that allows for there effective accomplishment.

A

Task allocation

36
Q

(**) occurs when the fire officer exceeds capacity to manage all of the simultaneous functions and responsibilities .

A

task overload

37
Q

Safety is compromised with (*****_)

A

task overload

38
Q

(***) describes how commanders can recognize a plausible plan of action.

A

Recognition primed decision making RPD

39
Q

(**) which describes how commanders make decision based on their natural environment.

A

Naturalistic decision making

40
Q

Decision making is improved through gaining (), () constantly, improving () and () incidents.

A

experience
training
communication skills
preplanning

41
Q

(*****) is the accurate perception of what is going on around you

A

situational awareness

42
Q

One of the common human behaviors that leads to a loss of situational awareness is the tendency to (**)

A

ignore or disregard information that is out of context.

43
Q

The six steps for maintaining emergency scene situational awareness are.

A
  1. Fight the fire
  2. Asses problems in the time available
  3. Gather information from all sources
  4. Chose the best option
  5. Monitor results and alter the plan if necessary
  6. Beware of situational awareness loss factors.
44
Q

(***) An event, order, or message that has more than one potential meaning.

A

ambiguity

45
Q

(****) Anything that takes attention away from the larger mission.

A

Distraction

46
Q

(***) tunnel vision

A

Fixation

47
Q

(***) more things are happening than one person can process.

A

Overload

48
Q

An aviation practice that can help is saying a (**) out loud when preparing for a low frequency high risk task.

A

check list

49
Q

A (****) should emphasize the elements of communication and team work, evaluate critical decision making, and reinforce the importance of situational awareness

A

formal debriefing

50
Q

The crew mental joggers ask:

A

what do we have here
What is going on
how are we doing
dos this look right

51
Q

The (*****) mental joggers ask;
What do I know that we need to know
What do they know that I need to know
What do we all need to know

A

personal

52
Q

Five step model for laying out a simple formula for conducting a successful debriefing:

A 
step 1: Just the facts
Step 2:  What did you do
Step 3: What went wrong
Step 4: What went right
Step 5: what are you going to do about it
53
Q

High reliability organizations that have embraced CRM have seen (*****) reductions in incidents, accidents, and injuries.

A

70 to 80 percent

From Flashcardlet (110 decks)

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