Every seasoned fire officer knows the value of innovation on the job. Whether it’s a new method to streamline inspections, a safer approach to vehicle checks, or a time-saving drill routine, fresh ideas can improve both efficiency and safety. However, even the best idea will go nowhere if it’s not introduced strategically. Fire departments thrive on chain of command, tradition, and tested protocols—which means that innovation must be paired with initiative, communication, and follow-through. Wright’s Law describes how experience at work leads to innovation and job development. When improvements are developed, it’s time to make that work available.
The first step for a fire officer is to document the new procedure clearly. This includes describing the idea, its purpose, and how it improves upon the current method. Supporting the idea with examples, performance metrics, or lessons from other departments can add credibility. Next, it’s vital to run the concept past trusted peers or company officers to gather feedback and build initial support. Constructive criticism can help refine the idea and prepare it for a more formal review.
Once the concept is polished, the officer should present it to their immediate supervisor or the appropriate committee, depending on the department’s structure. This isn’t just a casual pitch—it should be a professional proposal, complete with justifications, implementation steps, cost implications (if any), and how the idea aligns with department goals. Offering to pilot the idea with a small crew or shift can help demonstrate its effectiveness without requiring a department-wide commitment right away.
Finally, patience and persistence are key. Not all ideas will be adopted immediately, but a fire officer who thoughtfully introduces a well-supported procedure and shows leadership in its trial phase builds a reputation for initiative. Over time, that reputation can turn a simple suggestion into lasting departmental change.
The Third Bugle 