Charleston Sofa Super Store fire

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Charleston Sofa Super Store fire
Introduction
Historically, America has had many fire tragedies but the 2007 was a major loss for the nation. The 2001 incidence that claimed lives of 343 firefighters at the World Trade Centre and the 1979 tragedy that claimed 11 lives in the Lancaster County Jail are some of the fire tragedies that the country has encountered. Therefore, the essay examines the history of Charleston super sofa store fire, lessons learned and how it changed the fire service.
History of the Super Sofa Store Fire
Charleston Sofa Super Store fire is one of the saddest disasters that the country has ever encountered. Historically, the Sofa Super Store tragedy occurred in June 2007. The incident was a great loss to Charleston Sofa Super Store because it claimed many lives (Bryiner, Fuss, Klein and Putorti 187). According to the NIST technical study, the fire started within the loading dock area at around 7: PM. Whereas the source has never been confirmed, it is believed that a discarded cigarette might have ignited a pile of packing materials and discarded furniture outside an enclosed dock room. From there, the fire spread to the retail showroom and the warehouse section. Moreover, the fact that the tragedy found the business open with many workers present escalated issues.
Surprisingly, the fire that began in a simple way turned to be disastrous to the company and the entire American Nation. Even though it was an accident, various agencies responded as fast as possible, hoping to destroy it.

For instance, Charleston firefighters arrived at the scene earliest possible. The firefighting team from St. Andrews Public Service District followed the group in a few minutes time. According to studies, the two groups focused on two tasks (Bryiner, Fuss, Klein and Putorti 112).
The primary and secondary tasks practiced involved putting off the fire at the loading dock as well as evacuating the workers to safer places and stopping the fire from reaching the showroom respectively. Even though the two groups of firefighters intended to stop the fire from spreading to the showroom, their plans failed miserably. Studies by Bryiner, Fuss, Klein and Putorti, (147) show that opening of the door increased oxygen in the room, escalating combustion to a greater length than was expected.
However determined the firefighters were, several factors thwarted their frantic efforts. For instance, their attempt to stretch hose lines into showroom failed due to its length. Therefore, they had to look for alternatives of making their mission work. Growing more quickly than they could control, the raging fire consumed valuables within the showroom showroom. However, the firefighters never gave up. As the efforts to attack the fire continued, an incident occurred at around 7:41 PM that changed everything. Sadly enough, the showroom experienced a flashover, trapping some sixteen firefighters. Notably, the flashover interfered with the structure of the building, causing the collapse of the entire roof (Bryiner, Fuss, Klein and Putorti 160).
Even though some firefighters managed to escape, many of them were trapped in the showroom that was being consumed by the wildfire. Despite several calls and efforts to rescue to trapped persons, the rescue mission was never successful. By the time rescuers managed to extinguish the fire, it was and nine members of Charleston fire department trapped in the showroom were already dead. According to the NIOSH technical report, a combination of smoke inhalation from the burns killed the nine firefighters (NIOSH Fire Fighter Fatality Investigation 46).
The Lessons Learned from the Super Sofa Store Fire
Owing to the investigations and findings the Super Sofa Store Fire, some important lessons were learned. Firstly, the incident made it apparent that exemplifying innovative practices is a necessary key to greater success. To such extent, had innovative ideas, rather than old ideas been exemplified within the fire service, the nine lives plus the entire company could have been saved (NIOSH Fire Fighter Fatality Investigation 46).
Secondly, the dangers of operating with a closed attitude emanated from the June 18 fire incident. With the closed attitude, the entire management could not incorporate new ideas. In fact, the firefighting department seems to have been relying on their internal ideas rather than incorporating other new perceptions in their model (Baker 41). Therefore, the fire department learned that openness to the changing nature of events leads greater success.
Thirdly, the Super Sofa Store Fire was a great lesson in matters of organization crisis. The extraordinary nature that complicates organizational crisis, spreading it to the entire organization was fully realized. Notably, people learned the importance of solving any departmental crisis to avoid its spread to the entire organization. For instance, reason puts it that had the fire department been organized, the fire could not have affected the entire company, as was the case (Baker 43).
Lastly, the incident was a lesson on the importance of taking organizational learning and process as a group and collective responsibility (Baker 43). Arguably, it became apparent that all the lessons and training given to organizational members play critical roles in their development and operationalization. Therefore, it could be good for the Super Sofa Store to ensure that all its employees are fully trained and equipped in all spheres of life.
How The Lessons Learned from the Super Sofa Store Fire Changed the Fire Service.
Whereas the incident at the Super Sofa Store was very sad and unpleasing, the lessons learned changed the fire service in many ways. From the incident, the fire department learned and changed from relying on guts instinct and experience in dealing with fire issues. For instance, the incident helped the fire department to initiate a structured risk management strategy that ensures firefighters’ safety. In fact, the strategy adopted is important because it stressed the need to address the safety of firefighters before the commencement of any attack on fires (Baker 37).
The importance of amassing enough resources to handle fire issues was realized from the fire tragedy. For example, before the Super Sofa Store incident, only one ladder, two engines, and one battalion chief would be sent to handle fires (Baker 43). However, such trend changed. Observably, one ladder, four engines, one heavy rescue, one engine company as well as three battalion chiefs are dispatched whenever fire outbreak is realized. Besides, the company changed tactics to ensure employment more firefighters whenever fire tragedy arises.
After the June 18, 2007, fire, Charleston changed and began training its firefighting teams to the national standard as a way of equipping them to handle various fire incidences. Baker (39) shows that before the Super Sofa Store Fire incident, the company only gave its firefighter squad a two-week training, followed by training at the company level. However, the lesson learned from the 2007 fire changed that. Instead, Charleston changed and begun an effective training marked as Firefighter I and Firefighter II. Through the tragedy, training and assessment also became part of the qualification for promotion into various ranks (Reader Feedback 9).
Based on the lessons learned from the failure of the operationalization of some fire equipment, Charleston changed and embarked on equipment changes and upgrade. Indeed, the incident made the department to add new tools in its toolbox as a way of coping with future eventualities. For instance, unlike in the past where the department could only rely on services of the automatic aid partners, it resorted to purchasing its own thermal imaging cameras (Baker 40).
Conclusion
In sum, the U.S has had many fire tragedies, but Charleston Sofa Super Store fire is one of the deadliest firefighter disasters in the American history. To date, the source of the fire has not been confirmed, but reason indicates that a discarded cigarette might have been the source of ignition. As discussed, the fast-spreading fire begun at the loading dock before it spread to other regions. The Charleston firefighters and firefighting team from St. Andrews Public Service District made frantic efforts to suppress the fire, but their efforts were never fully realized. Moreover, the 7:41 PM flashover that led to the falling of the roof trapped many firefighters within the showroom, claiming nine lives of the firefighters from the Charleston camp. Moreover, a combination of burns and smoke inhalation rather than injuries sustained from the collapse of the roof caused deaths of the nine firefighters that occurred in the Charleston tragedy.
Works Cited
“Reader Feedback.” Professional Safety, Vol. 55, No. 1, 2010, Pp. 9,
Baker, Frank J. “Lessons Learned.” Professional Safety, Vol. 54, No. 7, 2009, Pp. 35-45.
Bryiner, Nelson, P., Fuss, Stephe, P., Klein, Bryian, W., and Putorti, Anthony, D. “Draft for Public Comments. Technical Study of the Sofa Super Store Fire- South Carolina, June 18, 2007.” NIST-SP Vol 1, 2010, Pp.1-214.
“NIOSH Fire Fighter Fatality Investigation. Nine Career Fire Fighters Die in Rapid Fire Progression at Commercial Furniture Showroom – South Carolina.” 2009, Pp. 1-107.