APPLYING OCCUPATIONAL PSYCHOLOGY TO THE FIRE SERVICE EMOTION, RISK AND DECISION-MAKING EDITED BY THOMAS RHYS EVANS AND GAIL STEPTOE-WARREN Applying Occupational Psychology to the Fire Service Thomas Rhys Evans · Gail Steptoe-Warren Editors Applying Occupational Psychology to the Fire Service Emotion, Risk and Decision-Making Editors Thomas Rhys Evans Coventry University Coventry, UK Gail Steptoe-Warren Coventry University Coventry, UK ISBN 978-3-030-14587-3 ISBN 978-3-030-14588-0 (eBook) https://doi.org/10.1007/978-3-030-14588-0 Library of Congress Control Number: 2019932973 © The Editor(s) (if applicable) and The Author(s) 2019 This work is subject to copyright All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations Cover illustration: West Midlands Fire Service/Alamy Stock Photo This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland This book is dedicated to everyone who works within the Fire Service You have our utmost respect Acknowledgements The authors of the current text wish to express their sincere gratitude to all the individuals who participated, engaged with, or supported the research presented vii Contents Part I Introduction Occupational Psychology and the Fire Service: An Introduction Thomas Rhys Evans and Gail Steptoe-Warren Part II Emotion Emotions in the Fire Service: Decision-Making, Risk, and Coping 13 Thomas Rhys Evans When the Going Gets Tough: Adult Resilience Within an Occupational Setting 59 Alana Juman Blincoe and Christine Grant ix x Contents Taking an Intervention Approach to Assess Job Redesign in the UK Fire and Rescue Service: The Impact of Alternative Crewing Methods 97 Karen Maher Part III Risk and Safety Can More Be Done to Reduce Firefighter Injury? 135 Bill Gough The Utility of Perceived Community Efficacy in Emergency Preparedness 169 Frank Watt and Pat Tissington Acknowledging Diversity in Responses to Fires 205 Gail Steptoe-Warren and Thomas Rhys Evans Part IV Decision-Making Decision-Making: Inside the Mind of the Incident Commander 231 Pat Tissington and Frank Watt Assessing Operational Preparedness in Incident Commanders 261 Sophie Ward, Gail Steptoe-Warren and Thomas Rhys Evans Part V Discussion 10 The Impact and Future of Occupational Psychology in the Fire Service: A Discussion 299 Thomas Rhys Evans and Gail Steptoe-Warren Index 317 Notes on Contributors Dr Thomas Rhys Evans is an Associate Professor in Occupational Psychology at Coventry University Tom’s work focusses upon the social and affective components of work, with a particular passion for Open Science Tom has published in Emotion, Emotion Review, Advances in Methods and Practices in Psychological Science, and Frontiers in Psychology, amongst others Bill Gough retired as one of the longest serving senior operational officers in the British Fire Service, with over 42 years’ service, and was awarded the Queens Fire Service Medal in 2012 He lectures in Emergency Planning and Operational Risk management at the University of Wolverhampton and has an M.Sc in Risk, Crisis and Disaster Management from the University of Leicester He is currently studying a Ph.D at Coventry University exploring the implications for error management and injury reduction based on an analysis of Firefighter injury sustained during operations Experienced in post event investigation and analysis he has been involved in the investigation of Firefighter fatalities and is devoted to improving the safety of firefighters xi xii Notes on Contributors Dr Christine Grant is a Chartered and HCPC registered Occupational Psychologist and Associate Head of School at Coventry University Christine’s research focuses on workplace well-being including, building resilience, ‘the switched on culture’, agile working, competency development and designing measures for e-workers Christine has published widely including in the Journal of Employee Relations and has also appeared frequently in the media including on BBC breakfast Alana Juman Blincoe is an Organisational Psychologist working as a consultant and trainer and has lectured in Occupational Psychology at Coventry University Alana’s work focusses on individual resilience in the workplace, including its measurement and development As a former editor and journalist, Alana has contributed to The Guardian’s ‘Top 100 Companies’, and the British Midwifery Journal, amongst other titles Dr Karen Maher is a Lecturer and Occupational Health Psychologist at Coventry University Karen’s work focusses on workplace well-being, both physical and psychological, and the links between well-being and operational performance Prior to training as a Psychologist, she was employed within the Fire and Rescue Service as an Occupational Health and Fitness Advisor working with both operational and support staff to maintain a good workforce Karen publishes on both psychological issues and the management/measurement of performance in the FRS, and has an active interest in the use of mindfulness in the emergency services to promote well-being and performance Dr Gail Steptoe-Warren is a Chartered Occupational Psychologist and Associate Head of School at Coventry University Gail’s work focusses upon decision-making, leadership and Situational Judgement Tests Gail has published in the Journal of Strategy and Management and Assessment and Development Matters, amongst others Dr Pat Tissington is a Professor of Organisational Psychology and is the strategic lead on employability at the University of Warwick His research focusses on human performance in high reliability environments such as the emergency services, military and national security 306 T R Evans and G Steptoe-Warren response, two significant bodies: the Centre for Open Science (Nosek et al., 2015) and the Society for Personality and Social Psychology (SPSP) Presidential Task Force on Publication and Research Practices (Funder et al., 2014), have been very influential in championing recommendations for more robust practices Prominent within these recommendations were the preregistration of studies (and thus analyses) before data collection, making raw data publicly available online, conducting formal a priori power analyses to establish minimum sample size, and reporting effect sizes (or Bayes Factors) for all analyses conducted These practices attempt to tackle many common and real issues of questionable practice in psychology (Motyl et al., 2017) including HARKing (hypothesising after results are known; Kerr, 1998), lack of replication, insufficient statistical power and p-hacking (collecting or selecting data or statistical analyses until nonsignificant results become significant; Head et al., 2015) Some of the most common rationales for not engaging in more robust practices include not needing preregistration for exploratory research, confidentiality restricting public release of data, little basis for estimating effect sizes (and thus power), and the redundancy of effect sizes (Washburn et al., 2018) There are already many real and perceived barriers influencing the uptake of open science recommendations (HoutKoop et al., 2018; Washburn et al., 2018) The fields of cognitive psychology and experimental methodology, where there has been vocal open science leadership and study implementation costs are high (and thus determining the required power and sample size is particularly pressured), are prominent in the uptake of the aforementioned recommendations Adoption within Occupational Psychology and related fields is still low Looking at the range of psychology journals which now offer Registered Reports (where a study is reviewed upon methodological robustness before data collection), there are currently only a small handful which accept this submission format It seems safe to assume that implementing recommendations for more robust practices seems particularly complex for those working in the field of Occupational Psychology As research projects are often applied in focus, there are a number of foreseeable concerns: that sample size is finite (restricted by the number of employees in the group/ organisation being examined), data could contain information that 10 The Impact and Future of Occupational Psychology… 307 identifies participants or organisations which could be commercially sensitive, time-frames are often short and the perceived pressure for early results is high, and organisational change initiatives are frequent and can influence the organisational need, study design or data by the time it has all been carefully logged (preregistered) and implemented These are valid barriers that can be overcome, but which will require greater consideration, innovation and patience on behalf of researchers Whilst there are many barriers for adoption of more robust research practices, this is a massive opportunity for Occupational Psychology and its community Firstly, early time invested in projects will likely pay off e.g preregistration normally attracts peer feedback and recognition Similarly, agreeing a sample size and analysis strategy upfront allows a clear end for data collection and a more stress-free analysis process For Registered Reports, a type of peer-reviewed preregistration, this also means one can secure a publication acceptance in principle, regardless of the significance of results! Secondly, these practices are likely to improve the quality and thus impact of the work produced When our theoretical, methodological and analytical decisions can be transparent (and reviewed, in the case of Registered Reports) before data collection, our end outcomes are likely to be more robust, supporting higher quality understanding and application For example, we are less likely to draw erroneous conclusions based upon low statistical power or methodological artefacts These types of outcomes are likely to also lead to reputational benefit, in improving one’s personal identity and trustworthiness as a researcher, and the image of Occupational Psychology and Psychology broadly as a robust scientific discipline for future students, organisations, and individuals to engage with Highlighting these rewards hopefully demonstrates why adopting such practices (that, granted, may seem more work upfront) is a vital opportunity to better outcomes for ourselves as researchers and practitioners, our organisations, and the wider community within which we operate Whilst many of these practices are currently irregularly implemented, there is a growing wealth of resources available, and enthusiastic researchers keen to support open science Twitter has been an invaluable source of collaboration and communication in this respect with strong uptake from Early Career Researchers and vocal key figures including 308 T R Evans and G Steptoe-Warren Chris Chambers (@chrisdc77), Dorothy Bishop (@deevybee) and Brian Nosek (@briannosek) Furthermore, free statistics software (R) has been developed, and resources to support its use are increasingly accessible (see #rstats), removing the financial barriers to statistical analysis in many existing packages (e.g SPSS) and supporting development of coding and analysis records that can be preregistered, recorded online, and replicated One particularly pertinent example of the growing support for higher quality is the recently developed journal: Advances in Methods and Practices in Psychological Science (Simons, 2018) Here, in addition to discussions about the complexity and reality of open science and other such developments (e.g Washburn et al., 2018), there is a wealth of tutorials on how to use and implement frameworks and tools For example, two recent papers facilitate the use of the Open Science Framework to share data (Soderberg, 2018) and use of R-based packages to improve visual presentations of interactions (McCabe, Kim, & King, 2018) Towards more impactful and robust science, one final major development in psychology of note is the growth in collaborative and multidisciplinary projects As the ‘psychological equivalent’ to CERN (The European Organization for Nuclear Research), the Psychological Science Accelerator (PSA) is a geographically diverse laboratory network where individuals and laboratories work together on large-scale collaborative projects The PSA aims for diversity and inclusion, decentralised authority, transparency, rigour, and openness to criticism and for more information on this network and how to get involved, see Moshontz et al (2018) This growth in collaboration in psychology is where we believe our greatest value lies As Occupational Psychologists we have been developing an understanding of leadership, teamwork, communication and performance, and these collaborative projects are an excellent opportunity to apply the principles from our own practices to greater effect Collaborative groups are capable of more robust research and thus conclusions, more meaningful insights, and greater impact and thus it is an opportune time that we unite more as Occupational Psychologists, but also look further afield into multidisciplinary teams, and share the fruits of our passion within collaborative settings We need to go beyond looking competitively at what is best for us as 10 The Impact and Future of Occupational Psychology… 309 individuals and instead act on what is best for us as a community of scientists Psychology is undergoing significant changes: increased accessibility and dissemination of Bayesian inference, encouraging greater direct and conceptual replications, identifying new publication strategies and becoming more collaborative The challenges and opportunities these bring are not unlike those of our own: organisational change, responsible data usage, leadership, team formation and teamwork; as such we are well equipped to thrive These developments seem likely to promote more reliable and generalisable research and thus it is our hope that the field of Occupational Psychology champions and embodies such initiatives Future of Occupational Psychology Within the Fire Service As has been highlighted throughout this book, Occupational Psychology has driven a number of significant recent changes in both understanding and practice of the Fire and Rescue Service Well-versed in managing the consequences of funding declines, changes in the nature of work and the redistribution of the workforce, Occupational Psychology represents a valuable skill-set for the future, as the nature of ongoing challenges facing the Fire Service continue to dramatically change There are a number of levels at which we might expect Occupational Psychology to play a significant role in the future of the Fire Service At the broadest of levels, the UK Government have announced plans to merge the Fire, Police and Ambulance services, attempting to make them more ‘efficient’ and ‘value for money’ by sharing premises and combining back-office functions Occupational Psychology can provide an insightful base of expertise to support the practical elements of such merges, including techniques to design workspaces that facilitate collaboration, and develop malleable organisational structures At the more abstract level, we too may be of benefit in managing the merging of organisational cultures and recommending best-practices for negotiating such major organisational changes In context of the current political 310 T R Evans and G Steptoe-Warren uncertainty within the UK, it seems likely more substantive changes are afoot and that the need for change will be ongoing, intense and important to manage At the organisational level, Occupational Psychologists can support daily practices which have implications throughout the organisation For example, Occupational Psychologists are a useful resource to support recruitment, selection and assessment As discussed in Chapter 2, updating Job Analyses and identifying the psychological, physical and occupational demands of the current role could lead to more effective recruitment and selection and thus subsequent occupational outcomes Given the importance of leadership, established through the managerialism paradigm often adopted by academic works and theories, leadership is a further field which, alluded to throughout the current work, has implications at all levels of this organisation Their importance seems particularly pronounced when faced with a turbulent political and occupational climate Here, Occupational Psychologists can support talent identification and management, leadership training and evaluation, and mentoring and coaching At the team level there are a number of opportunities for Occupational Psychologists to positively impact leadership, motivational and engagement processes The importance of teamwork has been highlighted throughout this text as one of the most complex yet fundamental factors underpinning employee safety, work enjoyment, and performance Relationships and camaraderie in this context are therefore highly valuable resources that Occupational Psychologists can help protect and nurture through initiatives surrounding group roles and leadership development Given the distinct identity of ‘Firefighter’ established, the recent works on the Social Identity approach to leadership and its subsequent measurement (Steffens et al., 2014) look to be especially fruitful in driving a more nuanced understanding and thus more effective training At the individual level, two of the most common roles of Occupational Psychology are in tackling training and well-being Being able to effectively assess an individual’s capabilities (e.g Chapter 9), and to design, implement and evaluate appropriate training will be an ongoing challenge as the nature and demands of the role continue to adapt 10 The Impact and Future of Occupational Psychology… 311 to the widening range of incidents attended The reduction in incidents attended, and aforementioned recent diversity in terror attacks, are just two areas which place much greater pressure on training needs The inherently emotional and physical demands of the job, and variable conditions endured by Firefighters, mean stress and strain will continue to be occupational hazards that also require continuous monitoring and intervention Furthermore, given that change is stressful and that the Fire Service is permanently in a state of flux, whether that be due to new initiatives, requirements, or even work systems, the health of the workforce should remain of highest priority Finally, it is important to consider the wider context of the Fire Service, and the role it plays within society Firstly, there are a number of ongoing challenges surrounding the masculine and heroic culture of the Fire Service This culture can not only prevent emotional discourse on a day-to-day level, preventing open and honest discussions about potential trauma, but also impact the engagement and recruitment of females into the Fire Service Here there is an opportunity for Occupational Psychologists to offer organisational culture change interventions which could retain the benefits associated with valour whilst challenging the fear of emotions that are symptomatic of predominantly male workforces A second aspect of broader societal impact is that of public trust As the last level of protection proffered, public trust in the Fire Service is of vital importance to ensure prevention strategies are effective Chapter highlighted that the general public generally have a high level of trust in the Fire Service, and it is clear from the existing literature that they receive a lot more trust than those of the Police Service, for example Even the Ambulance services are receiving increasing amounts of threats and abuse however, with a particularly disappointing trend in the UK for leaving aggressive notes on the windscreens of ambulances during 999 calls When accompanying personnel to incidents as part of some earlier projects with the Fire Service, the current authors were shocked by recollections of attacks faced by the Fire Service personnel, for example being spat at by members of the general public when driving past in the appliance Occupational Psychologists with expertise in brand identity and public perceptions would be particularly well-equipped to 312 T R Evans and G Steptoe-Warren negotiate some of the changes in expectations and demands of the Fire Service towards greater public engagement and support The need to consider public attitudes will be particularly pronounced and complex should the planned changes to merge services continue Conclusion There seems to be a significant range of opportunities for Occupational Psychologists to contribute to this important organisation This can range from the implementation and evaluation of training, to addressing more complex needs surrounding culture and structure However, one should not be restricted to those which have been discussed The key themes of Occupational Psychology highlighted by the BPS (psychological assessment; learning, training and development; leadership, engagement and motivation; well-being and work; work design, organisational change and development) represent just an overview of the common project types As highlighted by the research presented in the current text, a range of diverse and impactful work is possible when these two communities collaborate The Fire Service is a complex organisation facing many challenges driven by a diverse range of factors It appears that Occupational Psychology is well-prepared to negotiate the identification and management of these contributing factors and thus the future of both communities is likely intimately entwined 10 The Impact and Future of Occupational Psychology… 313 The Fire Service faces a number of complex challenges with which Occupational Psychology looks to be a valuable resource We look forward to tackling the upcoming hurdles facing this important service, together 314 T R Evans and G Steptoe-Warren References Funder, D C., Levine, J M., Mackie, D M., Morf, C C., Sansone, C., Vazire, S., & West, S G (2014) Improving the dependability of research in personality and social psychology: Recommendations for research and educational practice Personality and Social Psychology Review, 18(1), 3–12 Head, M L., Holman, L., Lanfear, R., Kahn, A T., 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A description of researchers’ rationales Advances in Methods and Practices in Psychological Science, 1(2), 166–173 Index A Ambulance 196, 304, 309, 311 Avoid(ance) 26, 29, 30, 32, 33, 61, 67, 77, 80, 103, 117, 144, 264, 300 B Bias(es) 16, 17, 215, 234, 236, 237, 264, 269, 280, 284 Burnout 14, 19, 26, 27, 35, 101, 103, 114 C Camaraderie 30, 84, 106, 300, 310 Card(-)sort 9, 247, 248, 250, 253, 255, 302 Children 29, 37, 87, 115, 116, 138, 213 Classical Decision Theory (CDT) 232–234, 236, 237, 239, 241 Communication(s) 5, 15, 26, 114, 198, 244, 304, 307, 308 Community/Communities 4, 6, 8–10, 30, 62, 104, 120, 138, 141, 163, 170–179, 181–198, 206, 208, 209, 220, 221, 254, 255, 265, 301, 307, 309 Community efficacy 173, 174, 179, 191–193, 195 Conservation of Resources Theory (COR) 100, 101 Coping 7, 14, 16, 19, 20, 26–29, 33–35, 37, 41, 60, 63, 65–67, 72–74, 76, 79, 81–84, 86, 88, 100, 103, 104, 106, 114, 184 Counselling 80, 85, 86, 88, 215, 300 Crew(ing) 7, 97, 98, 100, 107, 118, 119, 124, 125 © The Editor(s) (if applicable) and The Author(s) 2019 T Rhys Evans and G Steptoe-Warren (eds.), Applying Occupational Psychology to the Fire Service, https://doi.org/10.1007/978-3-030-14588-0 317 318 Index Critical incident 28, 38, 39, 265, 268, 275–277, 280, 287 D Death 5, 14, 25, 29, 74, 83, 105, 150, 169, 209, 218, 220, 221, 240, 261, 262, 285 Decision(-making) 4, 6–10, 13, 14, 16–20, 25, 32, 34, 37, 39, 41, 141, 146–150, 159–163, 209, 215, 231–234, 237–240, 251, 253, 255, 262–268, 285, 287, 288, 299, 301–303 Depression 19, 26, 28–30 Distress(ing) 15, 25, 33 E Emotional Intelligence (EI) 16, 17, 20, 31–33, 38–41 Emotion regulation 18, 20, 24, 26, 33–35, 66, 300 Emotion(s) 6, 7, 10, 13–21, 24–29, 31–38, 40, 41, 60, 61, 69, 76, 77, 79, 80, 83, 84, 86, 88, 101, 105, 106, 175, 210–212, 214–216, 220, 221, 223, 268, 299–301, 311 Engagement 5, 9, 27, 36, 69, 73, 102–104, 106, 117, 119, 192, 193, 195, 197, 224, 301, 310–312 Evacuation Decision Model (EDM) 210 F Family/Families 26, 37, 63, 74, 80, 82, 106, 115, 116, 171, 174, 300 Fatigue 19, 26, 33, 106, 117, 120, 121, 279, 284 G General public 5, 6, 9, 20, 206, 207, 223, 301, 311 H Health 14, 15, 19, 21, 26–28, 31, 32, 37, 41, 62–64, 68, 70, 83, 89, 101, 102, 104, 120, 139, 140, 154, 173, 210, 223, 262, 265, 276, 311 Human Factors 8, 135–137, 148, 151, 152, 154, 158, 160, 163 Humour 24, 35, 41, 76, 80, 83, 84, 106 I Identity 31, 116, 117, 307, 310, 311 Incident command(er) 9, 10, 17, 36, 140, 141, 145, 146, 149, 162, 232, 236, 237, 241, 250, 252–254, 262, 264–268, 275–278, 280, 284, 285 Information gathering 10, 17, 264, 267, 277, 279, 302 Index 319 Injured/Injury/Injuries 8, 25, 26, 29, 62, 79, 135–137, 140–146, 150–152, 154–163, 208, 209, 221–223, 250, 251, 301 Interventions 4, 7, 20, 24, 27, 29–31, 34–36, 40, 86, 88, 89, 99, 100, 122, 123, 125, 160, 196, 208, 211, 212, 301, 302, 311 Interview 7–9, 39, 70–75, 84, 86, 88, 108, 113–116, 177, 178, 180, 182, 183, 198, 207, 212, 214–216, 218, 219, 221, 235, 236, 243, 244, 265 Intuitive/Intuition 10, 26, 147–149, 262, 264, 266, 267 J Jingle-Jangle 304 Job analysis 38, 39, 265, 268, 280 Job craft(ing) 103, 117 Job Demands-Resources Model (JDR) 8, 101, 102 Job (Re)Design 6, 7, 97, 122, 123, 125 L Leader(ship) 5, 8, 27, 32, 114, 181, 193, 197, 198, 234, 268, 306, 308–310, 312 Learning 5, 7, 9, 10, 73, 78, 79, 81–83, 149, 160, 253, 254, 277, 279, 302, 312 M Mixed(-)method(ology) 8–10, 70, 71, 107, 139, 151, 176, 178, 182, 184, 191, 211, 241, 255, 270, 274, 279, 299, 302, 306 Motivation 5, 77, 84, 101, 103, 114, 117, 197, 236, 300, 310, 312 N Naturalistic Decision Theory (NDT)/Natural Decision Making (NDM) 146, 147, 149, 239, 240 O Open science 10, 305–308 Operational preparedness 9, 10, 264–266, 276–278 Organisational change 5, 97, 125, 307, 309, 312 Organisational culture 15, 86, 300, 309, 311 P Personality 31, 64, 65, 67, 75, 83, 85, 86, 272, 306 Police 3, 8, 19, 60, 67, 97, 170, 196, 252, 255, 288, 304, 309, 311 Post-Traumatic Stress Disorder (PTSD) 19, 20, 24, 29, 30, 35, 40, 69, 88, 105 Preparedness 8–10, 28, 35, 118, 151, 170–176, 181, 183–185, 320 Index 188, 191–198, 210, 264, 265, 276–278, 282, 301 Psychological assessment 5, 312 Q Qualitative 7, 8, 23, 27, 70, 71, 81, 86, 87, 108, 118, 123, 176, 177, 181–183, 191–193, 195, 212, 274, 302 Quantitative 7, 8, 21, 23, 110, 176, 182, 183, 191, 192, 195, 274, 302 R Recruitment 5, 39, 40, 101, 113, 114, 124, 125, 140, 198, 277, 305, 310, 311 Reliable/Reliability 85, 87, 88, 147, 160, 187, 190, 191, 267, 270–273, 281–286, 309 Resilient/Resilience 6, 7, 30, 60–73, 75, 76, 78, 81–88, 107, 197, 304 Response time(s) 4, 9, 118, 206– 209, 211, 220, 221 Risk 6–10, 16–20, 28, 31, 40, 61, 88, 105, 114, 119, 120, 123, 135, 136, 138, 140–143, 146, 150, 156, 159–162, 169, 170, 172, 173, 176–178, 184, 185, 193–197, 206–208, 210, 211, 219, 221–223, 231, 232, 238, 247, 248, 250, 252, 265, 271, 287, 299–302 Road Traffic Collisions (RTC) 143 S Safety 4, 9, 19, 26, 41, 118, 124, 136, 138, 140, 146, 151, 154, 171, 206–208, 210–213, 218, 241, 250, 252, 253, 262, 265, 300–302, 310 Selection 33, 39, 40, 108, 138, 147, 232, 234, 236, 239, 240, 243, 269, 305, 310 Self-efficacy 6, 7, 27, 72, 73, 77, 81, 82, 84, 88, 100, 104, 114, 174, 175, 184, 194, 210 Simulated/Simulations 17, 35, 149, 210, 212, 223, 224, 244, 271, 287, 302 Situational Judgement Test (SJT) 265, 267–269, 271–273, 275–288 Situation Awareness (SA) 148, 150, 162, 238, 242, 263, 264 Sleep 13, 20, 34, 105, 121, 218, 221 Social capital 8, 174, 177, 179, 184, 186, 188, 190–192 Social cognitive theory 8, 173, 175, 176, 191, 192, 195 Stress(ors/ful) 14, 19, 20, 24–29, 31–33, 36, 38, 60, 62, 63, 66–69, 73, 74, 76, 77, 83, 84, 88, 100, 101, 103, 105, 106, 114–116, 120, 122–125, 211, 231, 241, 307, 311 Suicide 19, 21, 28 Systematic literature review 7, 21–23 T Terrorist/Terrorism 15, 29, 35, 265, 288 Index 321 Thematic analysis 7, 70, 71, 73, 74, 81, 108, 183, 215, 221 Training 4, 5, 9, 24, 25, 28, 30, 33–36, 38–40, 67, 75, 85, 86, 88, 100, 106, 118, 119, 141, 143, 161–163, 210–212, 223, 231, 236, 238, 240, 247, 253–255, 263, 266, 268, 285, 287, 301, 302, 310–312 Trait 31, 64, 65, 67, 69, 85, 100, 103 Trauma(tic) 5, 13, 20, 26, 28–30, 32, 34, 35, 37, 41, 60, 63, 68, 69, 74–76, 82, 88, 104, 105, 121, 214, 311 Trust 9, 10, 14, 174, 178, 192, 197, 198, 221, 265, 277, 279, 302, 307, 311 Type errors 30 V Valid(ity) 19, 72, 87, 88, 103, 108, 160, 184, 190, 191, 241, 242, 267, 271, 272, 274–278, 280, 281, 283, 286, 287 Valour 31, 34, 37, 300, 311 W Well-being 5, 28, 34, 60–62, 67, 70, 83, 86, 88, 97, 100–102, 104–110, 114–117, 119–125, 300, 310, 312 Work design 5, 312 .. .Applying Occupational Psychology to the Fire Service Thomas Rhys Evans · Gail Steptoe-Warren Editors Applying Occupational Psychology to the Fire Service Emotion, Risk and Decision- Making. .. both the Fire Service, and academia The consequences of public responses to fire and to the Fire Service are discussed, with respect to risk, response times (and their subsequent consequences), Fire. .. context of the Fire Service are also discussed We then look forward to the future of the Fire Service, and the study of Psychology as a whole, to determine the future value and priorities for Occupational