Educating the incident command function

Transfer between theory and practice

Abstract

This paper analyses the training of ‘incident commanders’ whose job it is to be leaders in acute emergency situations that often require split-second decisions. In such situations the discrepancy between cognitive models of leadership and the practical requirements of leaders in a real life context become clear, and it becomes equally clear that management or leadership is not just a matter of cognitive skills. Leadership is a practice that involve emotions and perform - ativity of the body, and that it takes place in the context of social relationships. The article thus analyses educational attempts to give the people in charge of the incident command the requisite leadership skills by incorporating real life elements in the leadership training programmes. This is done through various simulation exercises, role-plays and by introducing helmet cameras worn by in - cident commanders at actual operational interventions. Drawing on Karl Weicks theory of sense-making the article argues that it is useful to see the leadership task as a question of negotiating and creating meaning in a context. The ‘incident commander’ negotiates and bargains about authority with other actors on the spot, not least the doctors (who have a coordinating medical function) and the police (who has the coordinating management function). It is through such negotiations that their identity and sense of professionalism as leaders is acquired.