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“What You Need” Continues

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I originally wrote this on Christmas Day.  I was at my place, eating chicken and rice soup.  While I would have liked to be doing other things, I had some sort of head cold.  Knowing that what I really needed to do was to rest, it's certainly not what I would rather have been doing.  This isn't a desire for sympathy; I am making a point.  This action was not an act of selflessness but an act of necessity.

My oldest daughter is sick today, however.  I told her last week we would go geocaching today, and she has been talking about it ever since.  But yesterday she came down with a temperature and today, knowing she's going to have to go to school tomorrow, I'm not so sure we will be out looking for goodies.  This isn't making me very popular, but this isn't a popularity contest.  I'm the dad, the designated adult supervision, just like in my regular job as a Battalion Chief.

While in both situations this local crud is the topic d'jour, the whole point in even bringing this up is that I have a decision to make.  In one case it is for my benefit, in another, for someone else's. A conscious decision has been made on what must be done, the effects of the actions on others must be considered, and tough choices must be made.  I agree its a miserable way to spend your Christmas or a weekend, but its part of the situation I have to deal with.  I approached the problem using logic, not my emotions.  Hopefully I will be right.

This brings us back to the issue of what we want versus what we need.  It's the age-old debate of resisting temptation to do what we are supposed to be doing.  You know, the difference between doing what feels good at the time and doing what is going to be best for everyone in the end.  And you are going to have to bear with me, as I too am under the influence of cough medicine and other antihistamines, so I'm going to do something stupid.  I am going to wade into the issue of the frat house culture in many fire stations and why it is a bad thing.

Thus, I happen to have grown up in the fire service in a time where the horseplay and the antics were acceptable, so I have my share of "funny" stories.  Lately, none seem to be coming to mind, because frankly, I take a very dim view of that kind of nonsense going on in any of the stations I am responsible for these days, and with good reason.

We can use the business analogy and realize that again, our citizen taxpayer funding base these days also takes a dim view of a bunch of guys pulling jokes on each other while they are being paid good money to be productive.  I think the rationale is that "If I have to be miserable when I am working, so do you."  I don't think being miserable at work is absolutely necessary, but I'm sure it chaps the asses of a few in the community when they think you are more preoccupied in saran-wrapping a toilet than in protecting their loved ones during that 24 hour shift.

Even worse, though, is the negative implications these antics have in the community when they are seen by the public in regard to their trust in your ability to do the job.  And now more than ever, we need the public to trust us: trust us when we tell them they need to evacuate a building, trust us when we tell them we need better equipment, or are defending our budget, and to trust us when we are holding their lives in our hands.

So as hard as it is for some of you to rein in your inner advocate for either side of the issue, let's look at the REAL problem. The issue is that our culture should be one of quiet professionalism rather than juvenile behavior.  In the fire service, one of the issues we need to deal with is recruitment.  Do we want to attract individuals who exhibit questionable judgment and poor self-restraint?  Or those who will serve as pillars of the community?  If we act like we have a frat house mentality, we will attract those very same individuals.

But this post is not meant to suggest a solution to the problem of this behavior directly.  What I want you to do, rather, is to step back from the debate a second and view this situation, as Heifetz and Linsky so eloquently described, from the balcony.  

At some point, I would bet both sides could have agreed that this problem is one we agree on.  We would all like to keep those who can not be trusted to act responsibly off our engines and out of our medics.  This population would include "juveniles", the emotionally fragile, and those who have egotistical reasons for being in the fire and emergency services (because of the "power" they attain).  Each of those scenarios has their own factors we must deal with.

The real issue is that the solutions we seek are not technical in nature; they are very much adaptive issues.  And people with attitudes like those are incapable of utilizing adaptive strategies in handling problems.  The business of public safety requires individuals who can exercise independent decision-making in high-stress situations where their ethics are often put to the test.  And that's just in the station.  It is very easy for the new leader to want to make poor decisions or even just abandon the hard decisions altogether just because they want to remain "part of the gang".  We don't need more of those personalities; we need people who are capable of being grownups and being responsible.  We need real leaders.

The future of this industry requires a better approach to how we do the job.  It requires more than stomping our feet and saying that if we don't get our way, we'll hold our breath until we turn blue.  Trust me, there's more coming on the subject.  And like I told Emma when I gave her a dose of medicine this morning, it's gonna get worse before it gets better.  But yes, I omitted from telling her, you can get so sick by avoiding the medicine that you could, in fact, die.  If we really care about what it is we want to preserve, we need to make some hard choices and be the designated grownups.

Superstition

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I am not what most people would call superstitious.  If a black cat crosses my path, I don't really care; I carefully walk under ladders not because I believe in some unseen hex but because something may fall on my head.

So on Christmas Eve, of all days, I happened to be at a funeral for the three-year-old child of a brother firefighter.  Between this tragedy and all the other events of this year, it certainly seems as if 2012 has not been very good to many of us.  I was walking along and looked down to see a bright, shiny penny, heads up, on the ground.  I bent down to pick it up.  

Right now, we need all the luck we can get.

We are all seeking answers to our personal questions as to how bad things can happen to good people. We all have our own battles to deal with, in our statuses, our relationships, our beliefs and our values.  The source of the answers can only come from within and it takes some really tough moments of introspection to reflect on the bad and what good may have come from it to understand that there may be lessons for us all in these events.

Don't let it all get to you.  If you need a friend, find a friend.  Reach out to others. Take part in your community and give back to those who need help.  Challenge yourself.  But in the words of the Rubaiyat of Omar Khayyam:

The Moving Finger writes; and, having writ,

Moves on: nor all thy piety or wit,

Shall lure it back to cancel half a line,

Nor all thy tears wash out a word of it.

We can't change the past, but we can learn from it.  Have a better year in 2013 and look forward, looking back only to understand where we are today came from the things that happened to us yesterday. Instead of dwelling on it, move forward from it.

We Shall Never Forget

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In the eleven years that have passed since that day, what have we achieved?  Three hundred and forty three firefighters died at the World Trade Center, along with the countless many who die slower, but no less honorable deaths, having placed their own lives secondary to the possibility of saving others.  And there are others as well, no less tragic; those innocent victims who were murdered by zealots, evil, evil people who truly believed that striking non-combatants was "fair game". And even further, those warriors we sent forth to defend our nation, mothers and fathers, brothers and sisters, neighbors who gave the ultimate sacrifice to engage forces overseas in battles we may never completely understand, although many of us, myself included, supported running down the people who caused this tragedy.

We have been at war for 11 years with an enemy we can't place a real label on.  Yes, these individuals were Islamist radicals, but all believers in Islam are not the enemy.  These murderers hailed from Saudi Arabia, hid in Afghanistan, and were supported by people in a number of other Middle Eastern countries, but to say that the people of these nations are our enemies would be entirely wrong.  And what's more, we have been attacked from within by our very own: the Beltway Sniper attacks; in Brookfield, WI; in Nickel Mines, PA; at Virginia Tech; in Omaha, NE; at Northern Illinois University; in Binghamton, NY; at Fort Hood; in Tucson, AZ; and of course, the most recent attacks in Aurora, CO and in Oak Creek, WI.  That list involves domestic terrorists, people who have lived among us and we knew and thought they were just like us in one way or another.

If there is something I have learned in the eleven years since that terrible day, it is that on any day, in virtually any place, the possibility exists that this might be our last moment, but instead of living in fear, I choose to live. I have learned that extremism exists on many sides of the spectrum and it is equally insane and defies the values espoused by most human beings.

We lost so much innocence on that day.  I had taken the day off from shift and was standing in front of the television, holding my then-baby daughter, wondering what kind of idiot could be such a bad pilot as to hit the highest building in the sky, as if it wouldn't be pretty obvious.  When the second plane hit, I knew this would be much different.  I had no idea how different, though.

I knew then that even with the extraordinary sacrifices of our brothers, the love-fest would be over with not long after it had begun.  I have seen the cycle enough times to know it for what it was.  But here we are, eleven years later, and it has become much worse than anything I have seen before – more than just apathy toward our efforts but in recent years: contempt, hate, jealousy, anger, frustration.  Gone is the realization from the public that we daily take their emergencies and make them tolerable, that we save them from ruin, and that, of all things, we place our own well-being in direct jeopardy to save them from injury or death.

While the public may have the ability to sleep at night knowing people like Ray Downey, Mychal Judge, Gerard Barbera, Terry Hatton and Andy Fredericks laid their bodies down for people they never even met before, I refuse to forget these people.  I carry their memory with me daily, every time I put that helmet on my head and see that number, and every time September comes around.  I remember them and I will always thank them for their service and their calling.

If we really want to honor these people, we will seek to understand.  I have no argument with hunting down everyone involved in conspiring to kill all these innocent people, I have no qualms about dealing them justice for the actions they took and in doing so, destroyed so many lives.  But it is absolutely wrong of us to act the same way they did, in judging those they never knew or met, and saying they deserved to die because they happened to believe differently.  

Zealotry in any form is dangerous.  When people fervently believe in something to the extreme where they would willingly kill innocents to demonstrate their point, these people have to be stopped.  And anyone who incites this kind of zealotry is no better than the one pulling the trigger.  There are more than a few well-known individuals who can add themselves to that list, as well as many nameless, faceless people who insist in marching in lockstep with the haters.  What's worse is that there are those who are really unbalanced and who are sitting on the edge, waiting for "permission", and when they do get it, they will be at the forefront, destroying again.

Honor our brothers.  Work toward positive change, work to serve mankind, and strive to love one another.  And never, ever, forget.

Beating Up On Others

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I happened to be watching the awesome display of firepower put on by America's men's basketball at the Olympics yesterday and upset my oldest daughter.  Emma was in the same state of patriotic cheerleading that everyone in our home, including myself, are in during these days and she did not understand why I was expressing my distaste for the stellar blowout underway.

"Emma", I said in explanation.  "Let's put it this way; let's just say that your soccer team is scheduled for a match.  When you show up, your middle school girls' soccer team happens to be playing the 2010 National Champion Notre Dame Fighting Irish Women's Soccer Team. And let's just say that after the score is around 100 to nothing and they are kicking the crap out of your team, they continue to score at will.  And let's say the Irish women not only continue to score, but are high-fiving and doing trick shots to run the score up because they want to set a record for how bad they can beat up on a middle school girls' soccer team.  How would that make you and your teammates feel?"

She looked at me and understood.  

To those who have much, as you have heard, much is expected.  While I think that running up a score to beat a record is pretty tacky, the way it went about was even worse, what with Lebron and Carmelo scoring at will, everyone chest bumping and celebrating a giveaway match against the Nigerian men.  I don't begrudge these guys the win, because honestly, they are the best in the world.  What I can't stomach is the way in which they acted, as if they were beating up on an opponent that was actually in their league.

Professionalism infers a level of competency, but it also includes a level of behavior that includes restraint and decorum.  Our conduct in the defeat of another should be restrained, or as best described by Lao Tzu in the Tao Te Ching,

Arms, however beautiful, are instruments of ill omen, hateful to all creatures. Those who know the way of life do not wish to employ them.  The superior man prefers his higher nature, but in time of war, will call upon his lower nature. 
 
Weapons are an instrument of ill omen, and not the instruments of the superior man, until he has no choice but to employ them. Peace is what he prizes; victory through forces of arms is to him undesirable. To consider armed victory desirable would be to delight in killing men, and he who delights in killing men will not prevail on the world. 
 
To celebrate when man’s higher nature comes forth is the prized position; when his lower nature comes forth is time for mourning. The commander’s second has his place in man’s higher nature; the commanding general has his place assigned to man’s lower nature; his place assigned to him as if to a funeral. 
 
He who has killed multitudes of men should weep for them; and the victor in battle has his place accorded as in a funeral.
Beating up a team for the sake of setting a record is simply a fulfillment of ego.  There is nothing constructive in that effort aside from proclaiming to the world how special you think you are.  When you are the better of another, you should never celebrate in that existence, you should treat it soberly and in our demonstration of real leadership, elevate others.  That is the "higher nature" that Lao Tzu speaks of.  When we defeat another, we understand that we will still have to live with that individual, so we give them the opportunity to buy in to what we are saying.  But how this translates to a lesson in leadership is that we, fire and EMS professionals, should guard our comments toward others when it is clear that we have an advantage in education, in resources, or in experience.
 
I see some of the comments on blogs, etc. that equate to this hubris.  I see comments like "I work for Big City Fire Department and you don't therefore I am superior", or "I have seen much more than you, therefore I am superior".  Or things like that, none of which is endearing you to others, nor is it buying you more credibility.  I have much more experience and education than many of these commenters, but I try to not use that to defend any position because honestly, an individual with one year on the job may actually have a better or more logical way of doing something.  Experience doesn't necessarily translate into excellence.
 
We must strive to educate, and when we are playing on a higher level than others, we must realize that this is an opportunity to teach rather than to gloat.  Our moments around others are limited and beating up on someone "because we can" is a waste of time.  If we truly want to improve the lives of others, instead of flexing our muscles to prove how special we think we are, perhaps we should take a moment to make others feel special and teach them how to do improve themselves, which creates improvement for everyone involved, including ourselves.

Keep Your Adversary Close

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I mentioned in my rant the other day that I had two parts of the Aurora tragedy to discuss.  The issue is the increasing antagonism being projected toward public safety professionals.  Our fire and EMS leaders must change their approach in how we interact with the public.  Even if you are operating in an extraordinarily ethical environment, if you don't take to time to project that image to your stakeholders, you are leaving the opportunity to chance that your image will be shaped by others, especially if they have conflicting priorities.

Take for instance, the Aurora situation again.  The first time I read the Post article, I felt Crummy and Murphy were insinuating that the AFD did not respond in a timely fashion.  My inner cynic believed that the article was written with a slant intended to drive a negative reaction from readers.  While I still have a little difficulty believing otherwise, my esteemed colleague Dave Statter very reasonably discussed other perspectives on the article.  His most valuable point though, and the point I want to drive home here, is that time and again, even if you don't engage the media, the story will still be told. Therefore, if you want the story to be favorable to your perception of how things occurred, it's best that you do the telling and not leave it open for conjecture.  In the Aurora case, fortunately, the public didn't bite.  As the commentary was overwhelmingly supportive of the AFD, I'm assuming they do a pretty good job of engaging the public on a routine basis.

Conversely, check out this article from Philly.com, where a small volunteer fire company in Bensalem, PA managed to get a million-dollar fire boat through a Homeland Security grant.  The reporter did a good job of not only obtaining perspectives from  the individuals directly involved, but also some outside observations.  

When I began to read this article, I began with a slight bias, a little defensive, having just engaged in a battle of our own over the purchase of a much-needed rescue boat, and expecting some of the same kinds of criticism we faced.  But after reading the article, I found myself struggling with the notion of a department with a quarter-million dollar a year budget allocating that whole quarter of a million (plus some) in maintaining a piece of any equipment, much less a fire boat in an area where there is a limited use for it.  The author was able to illustrate there is obviously a problem.  There is real conflict here, not conjecture.  The author didn't throw a statement out and leave it hanging.  She performed research, she sought different perspectives, and she let you come to conclusions of your own.  If the chief of that department didn't expect this story to be written someday, he was deluding himself.   

Today's fire service leaders must understand their adversaries.  I don't like to portray the media, politicians, other departments and agencies as "adversaries", but in the context of public opinion, if they aren't singing your song, they aren't necessarily on your side. The management of the "song being sung" at the 2012 London Olympic Games is a great example.  In an article I heard on NPR's On The Media, Olympic organizers quickly realized after the Atlanta Games that non-accredited media were an uncontrolled force throughout that event.  These days, there is even a strategy for providing a unified message though accredited AND non-accredited media, and organizers have even come up with methods by which non-accredited media is given access in different ways where that message is conveyed. This is particularly useful in guiding the message tactfully, and not waiting to see if whatever happens to pop into the heads of the media representatives ends up being the story. 

As a leader, you must understand what you are up against.  If you go into a controversial situation with the attitude that everything will go your way because you are the fire department, and everyone loves the fire department, you will be putting yourself in a losing position when the court of public opinion swings away from you.  In the fire boat scenario, a good strategy would have been to shape that story before it ever hit the paper, and herein lies the rub.  It doesn't do you any good to spin your story positively if the real story is going to be that you are operating unethically or incompetently, because someone will eventually find that out.  And when they do, the articles like these will seem tame; nobody likes being taken advantage of, especially the media.  Not only must you project your commitment to the best practices of our industry, you must actually be doing those things, not just putting up a facade.

In warfare, if you underestimate your adversary, you are setting yourself up to fail. Likewise, in the arena of public opinion, if you think that media and other publicly accessible individuals won't shape your ability to succeed in fulfilling your mission, you are very much mistaken. But the core issue I think should be conveyed is not that we should be controlling the media and others through manipulation.  The issue instead should be that if you conduct your organization transparently and ethically, you shouldn't have to worry about public perception.  The perception should always be positive if you continually keep the public's best interests in mind.

The Important Part To Consider

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The first thing I feel compelled to share with you all is an apology.  I am a writer, not an editor.  After another look at my rant, I see I didn't do a very good job of writing or editing or even telling the story.  As I spoke about how emotion is used to manipulate the reader sometimes, it is apparent that another problem with emotion is that it causes you to lose focus.  After reading the article in the Denver Post, I was pretty angry, and my post showed it. I felt like they took a cheap shot at the AFD, and I felt it was uncalled for.

I still maintain that Crummy and Murphy's article, or at least the lead-in, was intended to cause a reaction.  Shortly after, though, a discussion with my esteemed colleague Dave Statter did cause me to look at my reaction and admit that I violated two of my main rules: "Understand all sides of the argument" and "Don't get caught up in the drama".  His post also caused me to look again at what was presented in their article.  In doing so, I can see Dave's point that the issue of communications and interoperability were definitely an issue that the AFD faced, and were valid observations.  The long and short of it, however, was that I failed to enlighten. I was ranting.  And for that you have my sincerest apology.

Consequently, there is a glimmer of good in all of the bad.  Just as the old man told me in the wake of Katrina, "You find out how many people love you."   We have to take away that through all this pain and suffering, at least there is a requirement for everyone involved, and everyone surrounding the issue, to examine their relationships with others, and realize what we mean to one another.  In this case, aside from one or two trolls, the reaction to the article was overwhelmingly supportive of Aurora's emergency response professionals.

The question now is, what can we learn from this incident?  From an operational standpoint, as we can with any of our own incidents, we can make notes in regard to improving our own response plans.  To me, however, one of the most important lessons really did get illustrated by the article, or shall I say, the reaction to the article, aside from everyone learning about their appreciation for these responders.  The lesson I want to talk about is how the Aurora Fire Department must have had a good relationship with their community prior to this event, and therefore, any accusations of substandard performance were dismissed by a large number of people from the community.  

Specifically, the problem is that our communities have to be engaged partners in risk management, and by that, I mean, that the buy-in on our method of operating must be one that we can all live with.  When community "leaders" continually suggest that maintaining current staffing is unrealistic, or when these same people are engaged in de-funding necessary equipment or apparatus needs, it is a problem.  The hypocrisy of the situation is that these same individuals who make broad statements about public safety being overfunded and overcapitalized are the same ones we seem to find screaming for action when there is a failure of the system because of the very resources they denied us.  We can talk about issues like interoperability until we are blue in the face, but to be candid, the solutions require funding.  Other initiatives that require attention, like unification of command, require wholesale cultural change which could also use funding, as could maintaining adequate numbers of resources.  But the underlying challenge, and the real root of the problem, is that while we in emergency services can plan away, we need community support to make these changes happen.  

This being said, of course, doesn't imply that the responders in Aurora got overwhelming support from their customers prior to this.  It certainly doesn't suggest that they had all the resources necessary to deal with this kind of a situation.  I, however, do not mean to suggest that each community must maintain staffing and equipment to handle events like this one available for daily response.  We can't do this and be responsible to the taxpayers in our jurisdiction.  We must maximize the resources we have, create regional partnerships, and call for the right help when we need it.  But importantly, what we have now is an invitation to dialogue.  This is now an opportunity to re-engage, to revisit automatic and mutual aid agreements, to reinforce joint planning, and to practice in case the next time happens.  After Columbine, after Virginia Tech, and now after Aurora, who would have thought this might happen again?  How many times have you heard someone say "That won't happen here"?  You could probably ask the response agencies in Anne Arundel County, Maryland that question and I'm pretty sure they can give you a quick answer.

The challenge is ours to accept.  You see, the haters who think emergency response is bloated and unreasonably funded get that perspective because their ideas formed in a vacuum.  If we aren't actively getting the message out to the customers about what we do, the attitudes of those with at least a borderline grudge against public safety will prevail.  We must get the citizens involved in determining the means and the method in which we provide our service.  The idea is that while you provide the service, the people that you serve must understand that they need to support the people of your own agency: your progressively minded, forward thinking, efficient, engaged, transparent organization.  The way to do this is through development of relationships with your community.  

Fire and EMS leaders must reach out to the community activists, the families, the schools, the social clubs, and anyone else who will listen way in advance of a crisis.  Throughout this outreach, it is imperative that we maintain accountability and transparency.  But the status quo is not sufficient, not even in communities who think they have all the corners nailed down.  As Dave points out in his letter to me, the method that has been employed traditionally is to wait until a crisis occurs and then try to handle it in the media.

Proactive emergency response organizations maintain positive relationships with the people they serve and the people they serve with.  If there are lessons to be learned from this disaster, and there will be many, it is that we must continue to reach out to the community and solicit their assistance in determining acceptable service levels, in educating them on the necessity of having adequate staffing and other resources, and in helping us help them.  We have to remain steadfast and even when we have those who can't say anything good about us, if we are doing the right things and doing so openly, there will be nobody who can be against us.

Please continue to keep the good people of Aurora in your thoughts and take the time to look around your own community, and see what you can do to be proactive, to understand the situation status in your own backyard, and to be ready if the time comes.

Integrity

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The Aurora tragedy has given me a lot to think about. Two subjects, though, I feel compelled to discuss in more detail.  First, I want to talk about the article in the Denver Post and its contribution to the more widespread issue of journalistic integrity.  Then, in the next part, I plan on discussing the overall situation of the public antagonism toward public safety and how it affects the nation's emergency services.

There's a dark side to the world of journalism that I hate.  I have never professed to be a journalist; I am an author and a blogger.  I don't report news. I, however, understand journalism as a science and as an art. I appreciate those who maintain objectivity and report the facts in an unbiased fashion. Journalism is supposed to be about shining bright lights on the facts. I am aware that journalists are trained to maintain a skeptical mind, in order to dig deeper, so they can extract the essence of the story and convey those elemental ideas to the reader.  

I am also very aware of the role that journalism has in "keeping things honest".  This relates to the responsibility of all of society to be open and truthful with one another, but even more so between government and the governed, where there is a constant flux of trust issues.  I am of the belief that journalists have a very important, constitutionally protected role as part of our society to give us the real story, since there are those in power who constantly strive to manipulate information, or at least to present it in the best light to maintain that power.  Therefore, the media has an important role in exposing governmental waste, failure, and truthlessness.

As a responsible leader, however, the side I detest is that journalists also have the ability to throw a grenade without any consideration of the damage it will do.  Journalism as a industry has a tremendous responsibility to show integrity and to get the story straight.  The paradox of journalism though is that there are a significant number of journalists who believe that it isn't their responsibility to get the whole story. This seems paradoxical simply because while presenting both sides of the story should be the goal, reporting ALL the facts doesn't generate conflict.  

Thus, the whole point of my discussion today, the story written by Chuck Murphy and Karen Crummy, and printed in The Denver Post on July 24, 2012 with the title, "Some of the most injured in Aurora massacre waited for help".  While I hate to point anyone toward this link for fear that the increase in hits might indicate approval, it really illustrates the discussion.  Better yet, I'm not even going to discuss the whole article; let's just look at the beginning of the story, where the journalists involved led off with the following:

While Aurora police charged into a multiplex theater within three minutes of the first report of a shooting there, more than 20 additional minutes passed before medical personnel arrived at the epicenter, a period when at least one victim was still alive but in desperate need of medical attention,dispatch tapes from that night show.

As a writer, I understand the reason: conflict is important to a story, as it generates emotion.

You see, without emotion, readers, or shall I say, readers with no attention span, might not be compelled to read the story.  As it is, I wonder how many readers of The Denver Post read the first paragraph and read nothing else of the story, and walked away thinking that the emergency response professionals of Aurora are incompetent. Regardless, the rest of the story, or shall I say, the rest of what was printed, never came back and discussed the other perspectives.

For someone like me, who wants to understand the whole story, this is pretty frustrating, because I want to really understand the problems.  But for your basic reader, if the article doesn't drag me in, if it doesn't make me FEEL something, I'm not likely to read it.  And readership sells newspapers, drives ratings, and scores internet hits.  Therefore, as a journalist who wants to remain employed, or as a journalist who has an ego that needs stroking, or as a journalist who has a strongly formed opinion, in order to keep you interested in my crayon-scribbled trolling, I need to make you feel the tension.

As a writer, I see it all the time.  When I write an article that promotes open mindedness, reflection, and a value of other perspectives, I get a lot of nodding heads and agreement, but not a lot of comments.  When I write a rant, or I vent about something, I get e-mail.  I get comments. I get views from both sides of the story, but normally it's those who feel like their side hasn't been represented.  It generates traffic on my page. Conflict motivates people to do something, except that when improperly done, it motivates them to do the wrong somethings. In our case, articles like this cause the misinformed to react to the people who are trying to help them. And that is irresponsible.

I can understand the compulsion for a journalist to write in a manner by which interest is generated, because frankly, if my articles generate interest, my editor will be happier, and the publisher will be even happier yet. But it is irresponsible journalism that I am railing against, and it is that kind of journalism that needs to end.  It is the tabloid "journalism" that has seeped into mainstream media, the journalism of blame, the journalism that pours gasoline on a blazing fire, that throws out innuendo without offering any solutions and doesn't actually report the entire story, just the side that will create anger in people.  

These journalists write stories based on half-truths, or they present only the side of the story that will generate the most raw emotion. I said it earlier: Conflict creates emotion. Emotion sells newspapers.  People tune into emotion.  The cynical side to the world of journalism understands this and embraces it. Blame is modus operandi for many a journalist these days.  It seems like every journalist these days thinks they are the second coming of Woodward and Bernstein and instead, many of them come off as a poor imitation of Geraldo.

So, in the interest of fairness, let me provide some perspective.

If you have to have some tension to get you to read, here it is.  If you need me to point you toward real conflict, this is it.  And if you happen to be an aspiring journalist, or at least a journalist who can read past the first paragraph, there is the other side that Crummy and Murphy failed to capture, that of the responders.  I wasn't there, but having been in charge of some pretty complex incidents, I actually have some perspective.  

As we arrive on scene and into the middle of chaos, we realize, as always, we have to make decisions based on little or no facts. And although I have never commanded a scene like this one, I have been on some very rapidly cascading incidents.  I have had bystanders screaming at me so loudly and hysterically that I had to roll up my window just so I could request the resources they were screaming at me to get.  I have been literally dragged out of the seat of my truck by a crowd.  And I have been at incidents where three blocks away, people were pointing in the direction of the scene as we passed them.   

I know first hand what it is like to deal with a scene with multiple victims, emotional bystanders, weapons, explosions, weather, fire, no readily available resources, and many other perils, and dealing with the situation getting worse by the second.  And yet, I have no idea what this incident commander was going through at this disaster.

Maybe I'm being overly sensitive, but I listened to the audio and I resent the implications Crummy and Murphy made in their poorly presented article.  I can state without being there, but seeing video and listening to witness reports, the IC was likely overwhelmed in the first few minutes, having been sent to a report of a single gunshot victim, only to arrive at a rapidly emptying theater with dozens of victims, screaming, chaos, and within seconds, a rapid escalation in resource needs.  Picture it:

The engine company arrives to what is reported as a gunshot victim with a single ambulance and the duty officer responding.  We go to these all the time; Someone got upset, words were exchanged, someone has a gun, someone gets shot.  Many times it isn't even a serious call. 

In this case, though, the engine pulls up out front and people are exiting the theater in a panic.  The fire alarm is going off.  Some are critically injured.  Cars are leaving the parking lot, victims are wandering the lot as well, crying, screaming, moaning, begging for help.  Someone reports there is an active shooter.

Anyone who says they have an immediate grip on this is, pardon my language, full of shit. So if you are still reading, or if you happen to know Crummy or Murphy, maybe you can pass this on.

From the aspect of victim interface, let's just say that yes, it took 20 additional minutes from the "Aurora police first charging into the theater" to get "medical personnel to the epicenter".  To me, that isn't too bad, given what they had.  

The "medical personnel" (as they are referred to in the article) engage frantic, rapidly exiting crowds going the other way. They are being stopped by many of the wounded victims, but while these are able to walk away, they are not the worst of the injuries.  The medics also find tear gas present, darkness, and the film is still running.  And to compound things, the fire alarm is blaring, making it impossible to communicate, and the alarm has resulted in the other fifteen theaters' patrons ALSO exiting the building.  As these patrons exit, in a panic, they encounter dozens of wounded victims.  This triggers even more emotion and things are spiraling out of control.  Of course, there are also those who had to go gawk for a while or shoot video for their Twitter feed.

Okay, so let's just say that the "medical personnel" were able to deal with that quickly, although I don't know how.  But if they were, they then must overcome the knowledge that it was unknown if the shooter was alone, and I could be wrong, but I'm not even sure if they believed they had the shooter in custody in the first 20 minutes.  And of course, there was also the very real possibility that there were booby traps in place, after all, he laid a few at the feet of the cops in his apartment, hadn't he? Then they were able to get into the "epicenter", and what did they find there?  Multiple victims, theater seating (try extricating someone from between those sometime), and lots and lots of fear.  Fear of the unknown, fear of the known, fear of failing this challenge.  Fear of just surviving the incident.

Blame is the first arena of the cowards. People blame others when they perceive themselves as helpless.  People who blame do so often without looking in the mirror at what they brought to the problem.  At what they fail to do to solve the problem.  Blame is easy for those who can't do better.  So, you know, the fact that Aurora's "medical personnel" got "to the epicenter" in 20 minutes at all is pretty amazing if you ask me.  It's easy for those to point fingers when they have no idea what the issues are.  And if you are a know-it-all civilian who thinks they can do better, I challenge you to come on and show me.  I have that kind of confidence in what I have just related to you.  Anyone who thinks they didn't do a great job, really, can just STFU.

Therefore, I challenge the public to actually obtain the other side of the events.  For those of you out there who understand, I'd suggest praying for the people of Aurora, but not just the families and friends of the victims.  Pray also for the police, fire and EMS responders who did an outstanding job with really challenging odds and yet will revisit this disaster over and over again, wondering if they could have done something different.

The point of my post here is this: Can we improve?  Certainly.  There are tons of lessons to be learned from this incident.  I keep listening to the audio and making notes, thinking of things we can do to improve our response, not just to an active shooter scenario, but to any kind of mass casualty incident.  Better ideas for casualty collection points.  Better ideas for staging and recovery of units once they have transported.  Many, many lessons can be learned from this.  I would concede that even the Aurora responders are looking at the response and wishing they could have adjusted this or taken care of that.  But those facts have to be presented not as a failure of the response but as a means to improve.  For just as we did after Columbine, there were things we learned that helped us to change, and in this case, it will be the same.  But to suggest that the responders to this incident were not performing to the necessary standard is not just in poor taste, it is reckless and irresponsible.  If you haven't faced a situation like this yourself, you have no right to question the ability of someone who has to face life or death decisions every day, much less a scenario like this one.  So just shut it.  

To my colleagues; we must consistently seek improvement and we look to how we can better serve the public the next time.  But I want to publicly say that these folks did an outstanding job and they make me proud to be on the job.  They really underwent an amazing trial and were able to come out the other side.  Even if the trolls can't admit it, take it from someone who knows: you all did one Hell of a job, and you guys make us proud.