ABSTRACT
This chapter provides a series of snapshots of recent work at the London Fire Brigade (LFB) that seeks to address decision making under stress from a combination of perspectives. Beginning with the use of Klein's Critical Decision Method (CDM) (1989) in studying experienced LFB officers' incident ground decision making, the paper takes the reader through studies of the key features of incident command team skills, through person focused job analysis data on the qualities required of fire personnel, to the LFB's Integrated Management Development Process (IMDP) through which the human resource needs of an operational firefighting organisation are being met.
