Tactics, command, leadership

Labour legislation would then also have to be taken into account.
When configuring such units, then, it is also necessary to weigh
up the extent to which a work leader can also contribute to the
practical work of fighting the destructive sequence. It must not be
to an unreasonable degree, for either a unit leader or for the next
level up, where responsibility for several units lies.
Sometimes the term leader units is applied also, i.e. units with
the task of leading. A leader unit can then be thought of as a part
of the organisation with the certain type of task, primarily, to
lead. The main difference between the tasks of a leader unit and
other units is that leader units coordinate and direct the work
of the other units. This would include, for example, setting go-
als, distribution of tasks, coordination of work, processing infor-
mation from further a field and forward planning. In addition
it should include reflection over the role of the unit itself, in re-
lation to other measures, units and the situation. Note that the
work that leader units carry out can vary considerably, depending
on, among other aspects, their limitations in time and space, and
the degree of resolution in the flow of information.
Several units often work together during response opera-
tions. Since they are then working on the same destructive
sequence, their work must be coordinated. They sometimes have
totally different tasks to carry out. On other occasions units need
to be combined on the grounds of routine and equipment, to ena-
ble a task against a particular destructive sequence to be executed.
Close cooperation in the formation of the task or tasks is then re-
quired. Neither the configuration of units nor their different work
methods must be allowed to delay the execution of measures. The
ability to combine units also makes it possible to use them on a
broader basis. Their configuration is, actually, the starting point
for how the command organisation can, reasonably, manage the
resources. The municipal structure for providing rescue services
is sometimes confronted with situations which call for tasks that
it has not carried out previously. It then requires the capacity to
implement work methods that will achieve this, and perhaps over-
come established working patterns that are incompatible with the
situation at hand. Flexibility is fundamental to the configuration
of units and the allocation of tasks to units.