Abstract
The core business of fire‐fighting organizations is typically seen as emergency response. For a range of reasons, however, fire‐fighting organizations face increasing pressures to develop new capabilities. In the midst of multiple changes, individual organizations need to develop strategic plans that allow them not only to change the organization, but also to develop the capabilities of its personnel. This paper considers the case of one large Australian fire‐fighting organization’s attempts to develop new in‐house educational practices. These attempts can be seen retrospectively to build on previous cultural practices without causing industrial revolt, and at the same time to encourage aspiring middle managers to respond to emerging corporate goals.