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Based on qualitative field and interview data, this comparative analysis of dirty work by firefighters and correctional officers demonstrates that taint management and its relative utility is inextricably bound to and embedded within macro-level discourses. While firefighters labor to fulfill expectations as "America's heroes," correctional officers work to squelch images as "professional babysitters" and the "scum of law enforcement." The authors' analysis illustrates how discourses of occupational prestige and masculine heterosexuality allow firefighters to frame their work in preferred, privileged terms while correctional officers struggle to combat taint discursively associated with low-level feminized care work or with brutish, deviant sexuality. This study extends theoretical understandings of identity construction, dirty work, taint management, and organizational performances of masculinity and sexuality. The authors' analysis concludes with limitations, future directions, and practical applications regarding the potentially dysfunctional results of taint management.

Debriefs are a type of work meeting in which teams discuss, interpret, and learn from recent events during which they collaborated. In a variety of forms, debriefs are found across a wide range of organizational types and settings. Well-conducted debriefs can improve team effectiveness by 25% across a variety of organizations and settings. For example, the U.S. military adopted debriefs decades ago to promote learning and performance across the various services. Subsequently, debriefs have been introduced in the medical field, the fire service, aviation, education, and in a variety of organizational training and simulation environments. After a discussion of various purposes for which debriefs have been used, we proceed with a historical review of development of the concepts and use in industries and contexts. We then review the psychological factors relevant to debrief effectiveness and the outcomes for individuals, teams, and organizations that deploy debriefs. Future directions of particular interest to team researchers across a variety of psychological disciplines are presented along with a review of how best to implement debriefs from a practical perspective. (PsycINFO Database Record

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Leaders in high-reliability organizational contexts such as firefighting, emergency medicine, and law enforcement often face the challenge of making sense of environments that are dangerous, highly ambiguous, and rapidly changing. Most leadership research, however, has focused on more stable conditions. This study analyzed 100 reports of "near-miss" situations in which firefighters narrowly escaped injury or death, drawing upon sensemaking and high-reliability organizational theories to provide a grounded theory of leadership processes within extreme events. Themes related to direction setting, knowledge, talk, role acting, role modeling, trust, situational awareness, and agility were key categories. Further abstraction of the data revealed the higher-order categories of framing, heedful interrelating, and adjusting as key characteristics of the overall social process of leadership within dangerous contexts, labeled organizing ambiguity. These findings highlight leadership as a collective sensemaking process in which ambiguity is reduced and resilience promoted in the face of danger via interaction among and between leaders and followers.During recent decades, researchers have provided a wealth of theory and empirical analysis regarding leadership. The majority of that scholarship, however, has focused on the influence processes leaders employ during relatively stable operating conditions in which ambiguity levels are low to moderate, information used to manage equivocality is relatively accessible, and time for action is plentiful. Many studies involving military leaders have focused on individual-and organiza-