
Wildfires in southeastern Australia in 2009. Photo credit: U.S. National Oceanic and Atmospheric Administration.
When 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." We 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 Wildland firefighters
know that they're doing
dangerous workfires 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. Top
Next Issue
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!
For more on organizational firefighting, see "Organizational Firefighting."
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. Order from Amazon.com.
Reader Comments
- Dwain Wilder
- 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.
Your comments are welcome
Would you like to see your comments posted here? rbrenhZLYrRMtUnyjppRsner@ChacotqZAFalhYTBMgJWoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Selling Uphill: The Pitch
- Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have
some kind of power over you. What do they look for? What are the key elements of an effective pitch?
What does it take to Persuade Power?
The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
Issues-Only Team Meetings
- Time spent in regular meetings is productive to the extent that it moves the team closer to its objectives.
Because uncovering and clarifying issues is more productive than distributing information or listening
to status reports, issues-only team meetings focus energy where it will help most.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming January 20: Anticipating Absence: Quarantine and Isolation
- When the pandemic compels some knowledge workers to quarantine or isolate, we tend to treat them as if they were totally unavailable. But if they're willing and able to work, even part-time, they might be able to continue to contribute. To make this happen, work out conditions in advance. Available here and by RSS on January 20.
And on January 27: Cost Concerns: Comparisons
- When we assess the costs of different options for solving a problem, we must take care not to commit a variety of errors in approach. These errors can lead to flawed decisions. One activity at risk for error is comparing the costs of two options. Available here and by RSS on January 27.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhZLYrRMtUnyjppRsner@ChacotqZAFalhYTBMgJWoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Public seminars
- The Power Affect: How We Express Our Personal Power
Many
people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- A recording of a program presented June 29, 2017, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 29, 2017, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 29, 2017, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- Bullet Points: Mastery or Madness?
Decis
ion-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
- A recording of a program presented June 24, 2020, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 24, 2020, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
- A recording of a program presented June 24, 2020, Monthly
Webinar, sponsored by Technobility
Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
Follow Rick





Recommend this issue to a friend
Send an email message to a friend
rbrenhZLYrRMtUnyjppRsner@ChacotqZAFalhYTBMgJWoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed

- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.
- More