What might he have done or
what might others have done to help him also appreciate human behavior.
In it's form, for example, of a team manager who's very quiet.
Introvertish, a lot of us are introvertish of course.
But when you're responsible for managing other people, the failure to
communicate your strategy, your decisions to explain what you're doing.
In this case, proved fatal for 13 people.
I don't put the blame on Wagner Dodge though for this,
because you've gotta ask then a separate question and this is it.
I'll quickly just lay out a final line of argument here that
Wagner Dodge was given 15 other firefighters on his team.
Trained in fire behavior but there was no training at the time in human behavior.
Strategy, put out the fire.
Technically, note what the heck you're doing.
But coming back to the whole point of this part of our course,
we also have to understand the human equation.
Which normally is pretty good but
there are some days like here when things can go pretty badly.
And that's why today, people who replace Wagner Dodge before they
are sent into the wilderness, California, Arizona, Australia for that matter.
Western Europe, when fires like these break out.
Team leaders, team managers are trained in fire behavior and also human behavior.
Such that when it comes to making a good and timely decision, they're ready for
some of those shortcomings that are right there in front of them.
I have a slide here,
I'm going to really bring it, our topic to an end not by going through it.
I really have that for your own future reference.
It kind of summary of the main points we've been through, but
all these points sum up in that graph at the bottom as follows.
We want good and timely decisions because cycle time is getting shorter,
the world's getting more complex and unpredictable.
And thus our competitors are out there becoming better at this.
We've really got to move in the same direction of making good and
timely decisions.
And what does that take?
Well, think about John Chamber's comment on Larry Carter as CFO,
think about the research in Silicon Valley.
Think about the four precepts for being an effective team leader for
combat marines that we also draw upon now.