ABSTRACT

Before the contributors to this volume present their experiences and thoughts in the following chapters, it may be useful to survey some of the 11issues surrounding the topic of incident command and the decision making of commanders. Although much has been spoken and written about the burdens and responsibility of command, it is probably worth stating the main areas that concern commanders as well as trainers, supervisors and psychologists. This chapter will, therefore, give some attention to the issues of language and terminology used to define and discuss the subject, try to establish what the differences in 'command levels' actually mean, and consider the importance of leadership in the process of command. It will examine the area of risk assessment, which is at the heart of the command task in most of its guises and, finally, consider how a commander may demonstrate competence to discharge the responsibilities that have been vested in him or her.