not the whole unit,’ groans Andersson in
dispair.^23
A new problem arises – information.
Employees from the premises are arriving for
work and are asking many and difficult
questions. Police Inspector Pålsson has a
suggestion.
‘If I understand correctly, a fair amount
of smoke has already entered both the hotel
and the sports section of the department
store. I suggest that we call in a reorganisa-
tion company to take out everything of value.
The employees can assist in this as they arrive
for work.’
‘That sounds like a good idea,’ comments
Olsson, ‘but just make sure nobody goes
where they shouldn’t.’^24
The response operation has been under-
way for some time, much longer that would
reasonably have been expected when the
alarm went off several hours ago. The person-
nel involved are now becoming, if not exhaus-
ted, then extremely tired. Even if considerable
value has been saved at both the hotel and
1 7 970 68 669 1Department
storeHotelDepartment
storeOffice
equipmentMarket HallStorgatanDrottninggatanStora Tvärgatan
Lilla TvärgatanSquareDepartment
store, sports
section(^23) Here we see two problems that can
arise: reluctance to divide previously allo-
cated units into smaller units and inability
to carry out allocated tasks.
I some cases the group needs to be divided
in order to carry out a task. The munici-
pal structure for providing rescue services
in the first place executes tasks, not work
in groups.
(^24) One should always be open to new
ideas, tips and advice. It can make things
easier if other organizations are able to
deal with problems that your own orga
-
nisation for some reason cannot.