Famous Firefighters Quotes

In four separate fires in the 1990s, twenty-three elite wildland firefighters refused orders to drop their tools and perished beside them. Even when Rhoades eventually dropped his chainsaw, he felt like he was doing something unnatural. Weick found similar phenomena in Navy seamen who ignored orders to remove steel-toed shoes when abandoning a ship, and drowned or punched holes in life rafts; fighter pilots in disabled planes refusing orders to eject; and Karl Wallenda, the world-famous high-wire performer, who fell 120 feet to his death when he teetered and grabbed first at his balance pole rather than the wire beneath him. He momentarily lost the pole while falling, and grabbed it again in the air. “Dropping one’s tools is a proxy for unlearning, for adaptation, for flexibility,” Weick wrote. “It is the very unwillingness of people to drop their tools that turns some of these dramas into tragedies.

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

Work matters. Quality work matters. It matters to God. Luther famously said that the angels smile when a father changes a dirty diaper. God wants clean rear ends! Of course he does. Why does God care about such small details? Because he loves, that's why. He wants children taught, and he uses principals, teachers, and parents to do it. Not to mention all the staff it takes to run a school. God wants people protected, and he uses firefighters, police officers, and a host of government officials to get the job done. God wants diseases controlled, and he uses doctors, nurses, and researchers to take on this monumental task. He cares deeply about the janitor's work, too, for the very same reason. God wants it all, and he wants it done well. He uses people to do it. He frees Christians from working for him so that they can work for their neighbors.

As I sat pondering the continuing mystery, I realized that I’d actually been in this building and squad room before. It was in 2001, when I’d been in the NYPD’s ESU SWAT A team. We’d been assigned to assist the NYPD’s Dignitary Protection squad to protect George W. Bush when he came to New York three days after the Twin Towers fell on 9/ 11. I was actually right there among the firefighters and phone guys and welders in the crowd at the pile down at Ground Zero when he gave the famous bullhorn speech. It was a pretty unforgettable moment, the president standing on the pile of devastation, his rousing words lost after a moment in the overhead roar of the two F-16 fighter jets flying air cover around the perimeter of Manhattan.