Fire Fighting as Extended Operations: The Yellowstone Experience
Abstract
Active duty soldiers provided direct fire line support for the Yellowstone National Park fires of 1988. The mission provided a data collection opportunity to determine if noncombat scenarios could provide information on stress and performance in extended operations. A 45-item questionnaire was developed and administered to 1,000 soldiers who were on site at Yellowstone or who had returned to their home station. The focus of the questionnaire was performance and stamina for physical work in this unique environment. Most of the respondents rated their fire line duties as more taxing than those in field training exercises. Sixty percent felt their ability to engage in continuously long, physically demanding workdays decreased over time; the median point of perceived decline in capability was estimated at 5 days. Other factors identified as having an influence on performance were perceived importance of duties, a lack of organization, and unclear expectations concerning the length of the mission. Response patterns were affected by rank of the respondents. Some responses differed as a function of location of questionnaire administration. Data from this kind of mission appear to be useful for application to extended operations. The similarities are the stressful nature, physical demands, and the 'quick reaction' status that mimic true deployment. The potential also exists for gathering information on the influences of leadership, rank, and other aspects of the scenario that affect morale and motivation, and hence, performance and endurance.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 1989
- Accession Number
- ADA212672
Entities
People
- Donald B. Headley
Organizations
- U.S. Army Research Institute for the Behavioral and Social Sciences