Human Dimensions of Fire
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This collection of essays—divided into three key categories: Risk, Culture, and Operations—daylights qualities and practices in the wildland fire service across a broad spectrum, from outdated and unwarranted to honorable and profound. We must acknowledge our current culture and its shortcomings while using its strengths to lead change.
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This study found that emergency managers exhibit some of the same decision biases, sensitivity to framing, and heuristics found in studies of the general public, even when making decisions in their area of expertise. A national survey of county-level emergency managers finds that managers appear more risk averse when the outcomes of actions are framed as gains than when equivalent outcomes are framed as losses, a finding that is consistent with prospect theory. The study also found that the perceived actions of emergency managers in neighboring jurisdictions affect the choices a manager makes. In addition, our managers show evidence of attribution bias, outcome bias, and difficulties processing numerical information, particularly probabilities compared to frequencies. Each of these departures from perfect rationality points to potential shortfalls in public managers’ decision making. There are opportunities to improve decision making through reframing problems, providing training in structured decision-making processes, and employing different choice architectures to nudge behavior in a beneficial direction
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This study, which can be found in the journal PLoS One, suggests that people of color, especially Native Americans, face more risk from wildfires than whites. It is another example of how the kinds of disasters exacerbated by climate change often hit minorities and the poor the hardest.
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The Pacific Northwest Region of the Forest Service’s “Eastside Restoration Strategy” aimed to improve forest health conditions by accelerating the pace and scale of restoration on national forests in eastern Oregon and Washington. As part of this effort, the Regional Office created a dedicated interdisciplinary Blue Mountains Restoration Strategy Team (ID Team) to conduct landscape-level planning across four national forests and innovate strategies to more effectively reach planning decisions. We conducted interviews with 25 key informants, observed meetings, analyzed documents, and worked with an advisory group to understand transferrable insights from the project.
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The WUI is often synonymous with fire risk to buildings, but this research suggests that this is not the case in all fire-prone states. While fire outreach was often present near areas where buildings are destroyed by wildfire, many communities are established after major fires.
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Collaborative forest management efforts often encounter challenges related to process and stakeholder relationships. To address these challenges, groups may employ the services of coordinators and facilitators who perform a range of tasks in support of the collaborative. We sought to understand differences between facilitation and coordination in terms of trust creation and maintenance. We conducted case studies in four collaborative groups, one with a facilitator and three with coordinators. We highlight the trust-building practices unique to the facilitator and discuss the potential implications for future collaborative groups.
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Many resources are available on preparing and preventing wildfire and living and coping after wildfire.
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After a catastrophic wildfire, quick action must be taken to minimize social, environmental, and economic devastation. Responsive action requires navigating a complex maze of diverse landowners, community organizations, and numerous local and federal requirements.
Given enough time, forests eventually heal from wildfire. But that healing process can take decades, or even centuries. They simply won’t heal quickly without human intervention. Timely rehabilitation efforts reduce environmental impacts of fire, and can have a positive impact on the community’s social and economic situation in the months and years after the fire. Perhaps most importantly, quick and effective rehabilitation efforts improve public health and safety.
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This study involved a statewide survey of participants in Oregon forest collaboratives to examine differences in motivations, perceptions of success, and satisfaction among Forest Service participants (“agency participants”), who made up 31% of the sample, and other respondents (“non-agency”) who represent nonfederal agencies, interest groups, citizens, and non-governmental groups. This study found that agency participants differed from non-agency participants. They typically had higher annual incomes, and were primarily motivated to participate to build trust. However, a majority of all respondents were similar in not indicating any other social or economic motivations as their primary reason for collaborating. A majority also reported satisfaction with their collaborative— despite not ranking collaborative performance on a number of specific potential outcomes highly. Together, this suggests that collaboration in Oregon is currently perceived as successful despite not achieving many specific outcomes.
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This study compared fire size, seasonality, and environmental conditions (e.g., wind speed, fuel moisture, biomass, vegetation type) of large human- and lighting-started fires that required a suppression response. Mean large fire size varied by three orders of magnitude: from 1 to 10 ha in the Northeast vs. >1000 ha in the West. Humans ignited four times as many large fires as lightning, and were the dominant source of large fires in the eastern and western U.S. (starting 92% and 65% of fires, respectively). Humans started 80,896 large fires in seasons when lightning-ignited fires were rare. Large human-started fires occurred in locations and months of significantly higher fuel moisture and wind speed than large lightning-started fires.