Tactics, command, leadership

of measures or in some other way utilising available resources.
This may seem obvious, but there must be a realistic connection
between the decisions made and the tasks assigned, and the capa-
bility to actually perform the tasks. See the Swedish Municipal Act
(1991:1990) for more information.
One should also differentiate between decisions, implemen-
tation and preparatory measures (Andersson, et al. 2002). In rou-
tine operations, a large number of decisions are made that are
not formal decisions in the spirit of the law. This primarily
concerns measures lacking in independence that are of a pu-
rely preventive or implementive nature. Typical for such me-
asures is that they do not include any decision alternatives or
selection options. Examples of such preventive measures can
be preparing and producing materials for decisions that are
to be made by senior staff members, or issuing directives as to
how certain tasks are to be performed. Operational descriptions
and instructions usually concern matters related to a normal
distribution of work among the employees. In these cases,
delegation is not an issue. The use of equipment and decisions
of a purely implementive character, which are necessary for
correctly using equipment, are matters that should be addressed
in conjunction with, for example, training. For example, en
route to an incident site, a municipal structure for providing
rescue services takes so­called preparatory measures or ma-
kes certain decisions in order to be prepared for tasks at the
incident site. Such preparatory measures or decisions are thus
normal and not formal decisions in compliance with the spirit of
the law. Here it can be more relevant to speak in terms of labour
management.
Upon delegation, delegation should concern actual decision­
making rights, i.e. such decisions that if delegation had not
occurred, would normally rest with the administrating and
implementing entity. Characteristic of such decisions is, among
other things, that there are several alternative solutions and that
certain considerations and assessments must be made. It is una-
voidable in many cases that the boundary is fluid between what
constitutes a decision that can be subject to delegation and what is
to be regarded as purely implementive. The delegation should also
be considered in advance, including within which time or space
the delegate has to work. An incident commander, who is tasked
with leading work during an emergency response operation, is ap-