Contents Personal Characteristics 1 Leadership Characteristics 1 Search and Rescue Topics Practice Makes Perfect 3 DRAFT 0.1 March 2016 Task Switching and Multitasking 6 Task Switching 6 Keith Conover, M.D., FACEP Multitasking 6 Appalachian Search and Rescue Conference Decision-Making 7 Leadership and Department of Emergency Medicine, Sources of Power 7 University of Pittsburgh Mind Traps 9 Followership Situational Awareness 12 Search and Rescue The Gorilla in the Room 14 Topics Human Nature 16 are educational essays on Artes Liberales 16 backcountry ground search The Bard 16 and rescue in the mid- The Prince 16 Appalachian mountains The Selfish Gene 17 of North America, though Sociobiology 18 the principles should be Classical Greece 19 applicable globally. They Personality 19 draw on the experiences Contentiousness 20 of the members and Emergency Services Workers 22 Groups of the Appalachian Personality Typing 23 Search and Rescue The Mandate of Heaven 26 Conference (ASRC). A Pair of Coveys 26 They are less formal Power Vacuum 29 than traditional textbook Whacker Management 30 chapters. Sometimes they Heroic Efforts 30 digress, but always for an Whackers Are Expected 32 educational purpose. Confidence 32 SAR Topics provide the Pride Goeth Before a Fall 34 knowledge needed to meet Embrace your Inner Whacker 36 the training standards Leading Volunteers 36 of the ASRC (www.asrc. Ulysses S. Grant Julius Caesar crossing the Rubicon, starting a civil war Free the Peasants 36 net). They cover all levels Management Consultants 37 from Field Team Member Rhetoric 39 Personal Characteristics to Search Manager. Leadership Styles 42 SAR Topics are freely Charisma 42 There is no such thing as leadership. management. available online in PDF. Task-Oriented Leadership 43 That is, there is no one character or personal- They are covered by a The Sun King 45 ity trait, there is no one skill, that is “leadership.” Leadership Characteristics Creative Commons license Change and Transformation 46 The ability to lead effectively requires a com- (see last page) so you can Psychological Safety 47 bination of aptitudes, character traits, skills, Ulysses S. Grant was a very highly regarded. print and hand out to your Memes and Meaning 48 experience. and luck. And the particular com- general in the Civil War. An aggressive and SAR team or share with The Rules 49 bination of those things depends on the setting. competent military leader, he won the cru- friends without fear of Authority and Power 50 In order to approach this large, ill-defined cial battles of Shiloh and Vicksburg. Abraham copyright violation. When Followership 54 subject, we will look at it from many different Lincoln then gave him overall command of all Topics are completed, Competing Roles 54 but complementary aspects. I hope that, after the Union Army which, heretofore struggling, they will form a complete Adult Education 56 reading this chapter, you’ll find yourself, not quickly won the war for the Union. His strat- textbook for Ground Search Mentoring 58 in a confused slumber, but with at least a basic egies are still studied in military academies and Rescue as practiced in The Socratic Method 59 grasp of this complex and vitally-important across the world. the central Appalachians The Right Attitude 60 topic. He became President in 1869, and in this and surrounding areas. Yet Another Graph 64 Note that in this chapter we are discussing role was not highly regarded. His ratings have Closing 64 leadership more than management; manage- crept up in recent decades, based mostly on his Specific SAR Tasks 64 ment will be discussed in more detail in the strong support for civil rights. But his ratings Words of Wisdom 65 chapter on search tactic and team manage- started from a very low point: in 1948, Arthur ment, and the chapter on search and incident Schlesinger Sr., writing in Life magazine, rated Leadership ♦ Personal Characteristics ♦ Leadership Characteristics 1 Educational Objectives Field Team Member (FTM) Demonstrate the following abilities in Act effectively and efficiently as litter cap- Act effectively and efficiently as litter team the field: tain in a non-technical evacuation, includ- member on a semi-technical evacuation (1) Function as a member of a grid team, ing the proper use of toenailing, laddering, and describe the personal equipment sweep team, and hasty team, and and rotation of litter bearers. required for the rescuer’s safety. understand his/her role and duties in each type of search pattern; (2) Accompany a dog handler on a simple search task. Field Team Leader (FTL) Field Team Leader standards define the c. Describe the manpower and equip- Demonstrate the ability to direct a six per- minimum requirements necessary to lead ment requirements and the team son litter team safely in rigging a Z-haul an organized search team for missing organizational structure necessary system (3:1 system), a 4:1 hauling system, person search, ground portion of missing to accomplish an advanced semi- a “brute force” hauling system, and, using aircraft search, and non-technical and technical rescue operation. the systems, to move a litter a minimum semi-technical rescue. of 100 feet up a 45 degree slope. Demonstrate the ability to properly brief a Search Tactics field team before a task, including: Serve competently in all positions on a a. List and explain in detail five respon- … semi-technical rescue, including: sibilities of the Field Team Leader (2) Obtaining information from the (1) Serving as rope team leader with when carrying out a field task. team members, such as team mem- tree-wrap brakes, Figure-8, and brake ber medical problems, and other bar rack Rescue Operations relevant input; and . a. Describe how to formulate a rescue (3) Adequately evaluating team mem- plan. bers’ abilities to do the task. b. List and describe four major factors (4) Demonstrate the ability to debrief a team leader must consider once a properly a field team after a task, subject is located. Search Manager IV (SM-IV) Search a. Brief a field team leader properly d. Debrief a field team leader properly f. Handle the media in an appropriate before a task after a task manner … … Search Manager III (SM-III) SAR Operations f. Describe the role of the Search staff positions … … Manager in relation to the Legal c. Demonstrate the ability to com- e. Demonstrate an understanding Responsible Agent (RA) in the follow- municate with the staff by means of the individuals or groups listed ing situations: of briefings, meetings, and written below including how they impact a (1) When the RA is uncooperative communications. SAR incident, what their concerns (2) When the mission involves or d. Describe the internal staff informa- are, how to interact with them, when expands into other jurisdictions tion flow system, including verbal, and how to effectively use them, and written and electronic communi- how to mitigate against inappropri- Search Management cations, required to insure that ate external influences. … information is properly collected, (1) Psychics b. Demonstrate the ability to develop evaluated, disseminated, utilized, (2) Media and manage a staff and describe and stored throughout the incident. (3) Family and friends of the subject(s) when, where, and why various func- e. Demonstrate the ability to work tions should be assigned to which within a unified command system. These objectives are taken from the Training Standards of the Appalachian Search and Rescue Conference (v7.1, 5/12). 2 Leadership ♦ Personal Characteristics ♦ Leadership Characteristics Warning There are 10,000 published works on leadership. By Sturgeon’s Law, 90% is crap, but the remaining 10% has insights from humanity’s best and brightest. There’s a parable found in Jain religious/philosophi- cal texts from two thousand years ago, and in many other traditions as well. Six blind monks were asked to tell what an elephant looked like by feeling differ- ent parts of the elephant’s body. The blind monk who feels a leg says “the elephant is like a pillar!”; the one who feels the tail says “the elephant is like a rope!”; the one who feels the trunk says “the elephant is like a tree branch!”; the one who feels the ear says “the elephant is like a hand fan!”; the one who feels the belly says “the elephant is like a wall!”; and the one who feels the tusk says “the elephant is like a solid pipe!” As you read, you will encounter different views of leadership. I hope you can combine them to reach some appreciation of the beast as a whole. Blind Monks Examining an Elephant, an 1888 ukiyo-e print by Hanabusa Itcho him as #28 of 29 presidents. proposed that only great men,¶ such as We can look back further, to Rome’s Gaius Napoleon, who was defeated by Wellington at Julius Caesar, widely regarded as one of the Waterloo just a few years prior (1815), could greatest generals of all time: Veni, vedi, vici.* shift the powerful currents of history. Due to But when he returned his army from Gaul† their charisma, intelligence, wisdom or politi- to Rome, he decided to continue across the cal skill, they can make lasting changes to his- Rubicon River despite the edicts of the Roman tory. And certainly Napoleon, though finally Senate.‡ This precipitated a civil war that he defeated, made major changes to the political won. But he ended up getting assassinated for geography of Europe that persist today. his excesses as a ruler. (Et tu, Brute?§) But in the 1860s, Herbert Spencer, an English You can argue that if he wasn’t assassinated philosopher, challenged this. He posited that he would have been a great civil leader, but part such “great men” were a product of their times, of being a great leader is making sure you don’t and that if Napoleon had never existed, some get killed by your erstwhile allies.