1. AT THE FIRE STATION (SFFD AIRPORT) MARTIN ON RIGHT AND CENTER

2. HISTORY, STRUCTURE, CULTURE The San Francisco Fire Department (SFFD) has a history that spansover 120 years. It is a paramilitary rank and file structure which is known as a commandstructure and consists of sections, divisions, battalions, and stations.Within that structure there are chiefs, captains, lieutenants, and firefighters. The culture that has grown from the long history of the SFFD is steepedin tradition that is based on loyalty to its members and a love for thecity of San Francisco. Firefighters rally around one another through triumph, victory, and evendeath. This dedication to one another and to the cause of safety first,has created a culture whereby unwritten rules of conduct, respect, andthe love for people in general are evident in the everyday actions andattitude of the firefighter. 3. TIME HONORED DEDICATION.Because soldiers are expected to make the supremesacrifice give their lives, if necessary, in defense of thenation and all that we stand for it has become clear thattodays soldiers are not as willing to blindly followleaders without question. More and more, they haveconcerns about their leaders at every level. The soldiersand the leaders both know that they need to be preparedto use a different model for self-preservation. They allneed to serve in a different manner that is still consistentwith time-honored traditions of duty, honor, and country(Bennis, Covey, Wheatley, & Bogle, 2002, p. 296). 4. .TO ONE ANOTHER AND THEIR COMMUNITIES 5. PERSONNEL CHANGE NEW FIRE CHIEF (FIRST DAY IN NEW POSITION AND AT THESFFD AIRPORT STATION, FIRST MEETING WITH FIREFIGHTERS)ACTIONS OF NEW REACTIONS OF FIREFIRE CHIEF FIGHTERS Spoke in a loud and Fire fighters took an immediatethreatening tone dislike to the new chief Demanded that he be saluted One fire fighter folded his armswhen fire firefighters see him during the meeting and was Instructed fire fighters park in a chastised by the chiefparking lot further from thestation The fire fighters felt they were being bullied Demanded station be clean atall times Martin chose to speak with the chief about the new changes Announced inspection ofsleeping quarters Ordered all non-job relatedpictures be removed from wallsin sleeping quarters 6. COMMUNICATION ATTEMPT REGARDING NEW CHANGESAs the SFFD complied with the demands of the new chief, several of the fire fighters complained to one another about not just the changes that were being made but why they were being made and the tone in the chiefs voice when these changes were told to them.Because of the structural similarity to the military, the fire fighters understood they would have to follow proper protocol if they wished to seek answers to questions they might have about the new changes.Kenneth Martin, decided he would follow the protocol to get the answers he desired. He met with the chief and was not satisfied with the outcome. Because of the rank and file system, meaning that we have to do what we are told no matter what or lose our jobs, the new chiefs tone and attitude was sort of like a bully. He really didnt like the fact that I was asking why some of the changes were being made and he definitely didnt want to hear my suggestions, so it was a waste of time meeting with him (Martin, 2011). 7. ELIMINATING RESISTANCE TO CHANGEOne of the biggest mistakes change leaders can make is to assume that resistance is without merit. But resisters can shed valuable insights about how proposed changes might be modified to increase the odds for success (Michelman, 2007). Dr. Michelle Bligh advises that change really needs to become an idea or a force that people really see as inevitable, that it really must happen. And that can happen through several communication outlets. It can also happen through creating coalitions (Bligh).The chief should have anticipated at least some resistance to the changes he advised would be taking place because he did not attempt to seek any buy-in from the fire fighters beforehand.As individuals we want to have a say in what is happening to us in our work lives, where the organization is going, and we want to really have some participation in that process. So it is absolutely critical for transformational leaders and change agents to involve people and let them have a say in the changes that theyre experiencing (Bligh). 8. STRATEGIES FOR LEADERS TO OVERCOME RESISTANCE TOCHANGE Surveys can help you scout out Giving resisters their day in courtpockets of resistance among can do more than reveal potentialunits.pitfalls; it can turn them intopowerful supporters (Ezop in Once youve designated theMichelman, 2007).areas of greatest resistance,begin an aggressive plan to The key to turning resistersunderstand it, make use of it,around is to deconstruct theirand overcome it.objections and rebuild their pointsof view (Krippendorff in Its important to assess whetherMichelman, 2007).or not a person has soundbusiness reasons for not Once you have identified yourchanging. Those who understandtarget beliefs weak point, attack itthe business well can shedwith alternative language, logic, orvaluable insights about how evidence that focuses on positiveproposed changes might be outcomes of the change program.modified to increase the odds for When all else fails, dont be afraidsuccess. (Ezop in Michelman,to address a question often on2007). resisters minds: Whats in it forme (Michelman, 2007)? 9. TO PROTECT AND SERVE 10. CONCLUSIONSUnfortunately, there are leaders who lead with a firm hand and the only recourse employees have is to accept the behavior or quit their jobs. In many organizations resisters to change resist in many different ways. However, in the paramilitary rank and file system resistance to change is not usually visible. We take an oath to abide by the rules and basically do what we are told. So we dont get the opportunity to really question what we are told or to do anything other than what we are told, we just get used to it (Martin, 2011).Familiarity comes with living with the new procedures and goals; as the threat of newness recedes, the culture will evolve. If the changes strike at a core, deeply held belief or value, however, the culture will be very slow to accept them, if it ever does. This may be troubling, but it is best that you know about it because it will be a continuing source of ill feeling and dissonance until the culture evolves or you decide to change the changes in deference to the culture (Beach, 2006). 11. REFERENCESBeach, L. R., (2006). Leadership and the art of change: A practical guide to organizational transformation. Thousand Oaks: Sage Publications.Bennis, W., Covey, S., Wheatley, M. & Bogle, J. (2002). Focus on Leadership:Servant Leadership for the 21st Century. New York: John Wiley & Sons.Bligh, M. (n.d.). Sustaining Change. Podcast retrieved fromhttp://sylvan.live.ecollege.com/. Laureate Education, Inc.Bligh, M. (n.d.) Transformational Leadership. Podcast retrieved fromhttp://sylvan.live.ecollege.com/. Laureate Education, Inc.Martin, Kenneth, Fire Fighter San Francisco Fire Department, Airport Station, 2011.Michelman, P. (2007). An article without a DOI number. Overcoming Resistance to Change. Harvard Management Update, 12(7), 34.