The shadow side of learning, leadership and culture in emergency services organisations

This paper discusses and analyses observed dynamics of learning, leadership and culture in emergency services organisations in Australia where a number of unconscious basic assumptions, social defenses and archetypes have been identified. As researchers, consultants and practitioners we draw on our collective experiences in these organisations to examine the interplay of tensions and contradictions in the role of emergency services leaders and their constituencies (communities and the politicians they serve). Our work comes predominantly from fire services.