Last of all comes our counterpoints in the crisis management and emergency management roles, and what they need to be successful. Not long ago, I would have said they just need to stay out of our way. Well, that is not going to happen, so it is up to us to develop our partnerships with them, educate them on the type of decisions they may be called to make, and more importantly, the way these decisions need to be made. In one of the events we review, the person leading the response to a disaster states frankly that she was called on to make decisions way outside the scope of her training and education. She stated that because of this, she was forced to make decisions quickly, based on the information given by professionals in the field. While this went against the normal operational policies of her environment, which was to develop consensus after consultation and debate, it became, due to the pressures of the critical incident, absolutely essential to operate in an autocratic manner for the safety of the community. Our crisis management people need to be exposed to this and educated how to do it. They must learn that communication is not the same as consultation, and that again their quick and knowledgeable decisions will go a long way toward resolving issues and returning to whatever the new normalcy will be. A long time ago, when I got out of the academy, a crusty old sergeant celebrating our graduation with us cursed us with an old mystical proverb about "living in interesting times." I have been fortunate and unfortunate enough to do so, and when I stand at that old sergeant's grave now on special days, it gives me pause.