School name here School name here taking part in Countdown 439.
Your Agency Name Here:
description
Transcript of Your Agency Name Here:
![Page 1: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/1.jpg)
Your Agency Name Here:
ICS Toolbox LLCTrain the trainer program for using the NIMS CityICS Tabletop Training System
Credit: Larry Sutton, BLM Wildland Tabletop training
Program. “Why reinvent the wheel- just
puta new hub cap on the old wheel” -Tom Schwartz..
![Page 2: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/2.jpg)
Tactical Decision Making- Training the Trainer
![Page 3: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/3.jpg)
Your info here
Please use this PPT- program
to create yourown version…Just cite the source:Credit: Larry Sutton, BLM 2003
Wildland Tabletop training
Program.Public Domain info.
![Page 4: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/4.jpg)
![Page 5: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/5.jpg)
• Identify the differences between Analytical Decision Making and Intuitive Decision Making
• Describe basic design and delivery requirements for Tactical Decision Games (TDGS)
• Demonstrate how Sand Table Exercises (STEX) can be used to deliver TDGS
![Page 6: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/6.jpg)
How We Decide
![Page 7: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/7.jpg)
Observation #1
Decision making skills are developed through practice
![Page 8: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/8.jpg)
Observation #2
The lower the echelon of command the simpler, faster, more direct and accelerated the decision process
![Page 9: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/9.jpg)
Observation #3
The ability to rapidly develop solutions to new problems is based on pattern recognition
![Page 10: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/10.jpg)
• Intuitive Decision Making (reactive)
Pattern recognition based on previous experience
• Analytical Decision Making (planned)
Calculated selection of alternatives
![Page 11: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/11.jpg)
• Rely on experience to recognize the essence of a given situation or problem
• Utilize pattern recognition from previous actions, observations, and training to develop the solution
![Page 12: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/12.jpg)
• Best way to improve decision making is to improve pattern recognition, the best way to improve pattern recognition is to improve. . . Situation Awareness
![Page 13: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/13.jpg)
•Rarely is there only “one right” answer
•“A good plan executed now is better than the perfect plan executed too late”
![Page 14: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/14.jpg)
• Identify possible options
• Analyze all options according to a set criteria
• Calculate a value for all criteria of each option
• Choose the option with highest total criteria values
![Page 15: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/15.jpg)
In Theory . . . . .
The highest value option will provide the most optimal solution
![Page 16: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/16.jpg)
In Reality . . . . .
•The environment is constantly changing and information can quickly become outdated
•Lack of time can hamper the ability to conduct an accurate analysis
![Page 17: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/17.jpg)
• Both analytical and intuitive decision making are used on the fireground
• Firefighters at the tactical level rely primarily on intuitive decision making
• Decision making skills can be improved with practice
![Page 18: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/18.jpg)
So why spend time playing games when there is work to do . .
.
![Page 19: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/19.jpg)
TDGS and STEX provide a simple, adaptable, and repeatable method of challenging a firefighter to make decisions in situations they will face on the fireground
![Page 20: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/20.jpg)
• Practice making decisions in an operational context
• Practice communicating those decisions in the form of briefings or instructions
• Sit in the “hot seat” and build pattern recognitions skills
![Page 21: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/21.jpg)
• Facilitator provides information or a briefing describing a scenario
• Student plays the role of a leader in a dilemma that requires a decision
• Requires interactive two-way communication between role players
![Page 22: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/22.jpg)
• Utilizes a 3-D terrain model to help visually develop and present a TDGS
• Ideally suited for group exercises• Low tech simulation method
![Page 23: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/23.jpg)
• Suspend disbelief• Induce stress• Create dilemmas• Observe behaviors
![Page 24: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/24.jpg)
Designing TDGS
![Page 25: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/25.jpg)
• Put participants in role-play situations
• Provide limited information
• Apply time constraints
• Face a dilemma
• Conduct an After Action Review (AAR)
![Page 26: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/26.jpg)
• Enforce a time limit so players feel some of the stress that would be present in a real fireground situation
• Require decisions be communicated in the the form of real time instructions
• There are no “School Solutions”
![Page 27: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/27.jpg)
• Takes place prior to designing a TDGS
• Facilitator identifies the goal of the TDGS
It can be a very specific objective: “Practice standard report on conditions procedure with dispatch”
Or it can be a more comprehensive: “Let’s work on initial attack operations”
![Page 28: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/28.jpg)
• Start with a problem, not a solution
• Start general, then get specific
• Create uncertainty
• Create time pressure
• Create competing priorities
• Create interaction between resources or subordinates
![Page 29: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/29.jpg)
•Build to a single dilemma that requires an immediate decision
OR
•Identify multiple decision points and script a dynamic simulation
(Decision Tree)
![Page 30: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/30.jpg)
Scenario
Direct Attack Indirect Attack
Air support No Air support
Retardant Helicopter Mechanical Failure
Structure Protection Highway closure
Establish Separate Organization
![Page 31: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/31.jpg)
Delivering TDGS
using Sandtables
![Page 32: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/32.jpg)
“Tell me and I will forget, Show me and I may remember, but involve me and I will understand”
– Chinese proverb
![Page 33: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/33.jpg)
• Enthusiastic
• Tactically knowledgeable
• Thinks quickly on feet
• Keeps it moving
• Able to summarize lessons
• Critiques without being critical
• Involves all players
![Page 34: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/34.jpg)
• Respectful - identify good ideas
• Confrontational - keep the pressure on
Try to achieve a balance!
![Page 35: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/35.jpg)
• Brief group with all players assuming they are the designated leader
• Provide a short time for players to develop their decision and instructions
• Select a player to issue instructions verbally as they would on the fireground
• Have more than one player take the hot seat and issue instructions
![Page 36: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/36.jpg)
• Paint a good picture of the environment in the briefing
• Control the tempo with time tags and piece movement
• Murphy invented TDGS…insert uncertainty and adversity into the game with pre-planned inputs
• Utilize IRPG and other SOPs
![Page 37: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/37.jpg)
• Always AAR…focus on decision making
• As the facilitator, you should not be doing most of the talking
• Ask the players to think aloud – describe situational awareness, how decision was made, etc
• Avoid leading questions, ask open-ended questions
![Page 38: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/38.jpg)
• General form: Asking about X, where X is a specific subject and where there is more than one “right way” to answer.
• Examples: HOW would you have handled the situation?
• WHY is it important to _________?
• WHY NOT just simplify things and only __________?
• WHAT are some experiences you’ve had in the past that are similar to this situation?
• WHAT would you do IF _________?
![Page 39: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/39.jpg)
• Concentrate on decision making, NOT on tactics
• Stick with the training objectives• Emphasize effective communication• Utilize standard local unit identifiers• Utilize IPRG, SOPs, and other job aids• Create a level of positive stress• Conduct an After Action Review
![Page 40: Your Agency Name Here:](https://reader035.fdocuments.us/reader035/viewer/2022070405/56814011550346895dab52e0/html5/thumbnails/40.jpg)
• Briefing
• After Action Review
• Planning
• Training (TDGS, Topo Interp, etc)
• Full scale simulations