more informal process used in chapter 4. Using multiple ways to address scenarios moves those needing training from more structure critical thinking processes to a quicker process of establishing the critical questions and then offering answers.
I am also hopeful that this edition’s additional content raises awareness of several events or activities that should be considered emergency management situations. While most successful managers already take the time to handle yesterday’s and today’s difficult situations carefully, following emergency management processes enriches the process, increases the odds of success, and provides additional care for workers, stakeholders, and both in-person and online users.
Defining Twenty-First-Century Emergencies and Disasters and Recovery
What Has Changed?
Whether the issue is that we talk about emergencies more, or that there is more media coverage of emergencies, or that climate change is wreaking havoc, or that weakening infrastructures with aging power grids are a recipe for disasters and emergencies—the reality is that we have more emergencies now than we used to. And, along with those more frequent occurrences, we have more things to “go wrong” including technology in general, more “moving parts” to our institutions and certainly more global connectivity. So while technology has enhanced our capabilities beyond measure, when we go down, others go down. When emergencies and disasters occur in one building downtown, they may happen in others, and when these expanded events happen, everyone knows about it in much more detail than before.
Clearly, what has also changed is our need to be preventive in our actions and in design of structures and systems and subsequent policies and processes, prepared to deal with the widest variety of events and people, and the critical need to provide—as much as possible business continuity. The vast media communications network we have created “finds out” and then needs to be constantly updated with both general and specific information.
In addition to providing content on “how to handle” situations, I have observations on how others have handled situations and—unfortunately—not all of them are recommendations for action, rather they include a fair share of “don’t do this.” That being said, I have observed that organizations that have had the emergency discussion are clearly ahead of those who haven’t and that workers in organizations who have talked about emergencies and how to handle them are more aware of the breadth of “what has to be done” and that—most importantly—they have major responsibilities for handling their workers and constituents as well as resources.
Although the best way to prepare for the foreseen and unforeseen is to have a complete disaster plan, all supplies for any emergency, and a myriad of communication strategies, the best approach is to take the “at the very least” approach. While “at the very least” doesn’t last through all possible circumstances, it is an important beginning and might even be labeled “right now” versus “in the next year.”
At the Very Least/Right Now
• Managers should assess emergency handling opportunities available in umbrella organizations.
• Managers should assess emergency management resources and opportunities in any partnership organizations.
• Managers should provide an “emergency awareness” training (that includes an organizational vulnerability self-assessment) for staff to provide them with the basics on protecting themselves and their constituents. This training should provide a forum for discussing vulnerability, the communication plan (suggested below), introducing the emergency kit and input on data protection (suggested below).
• All workers take part in the creation of a communication plan for—no matter the emergency—informing staff, constituents in the building/on site, of any emergency. As part of this plan, sets of signs should be designed, produced, and stored for use in emergencies.
• Organizations should invest in emergency kits for workers and constituents—in the building/on site—for basic protection. Typically emergency kits contain but—given geographic areas—are not limited to extra clothing; emergency blankets; sleeping bags; emergency communication products such as weather radio, portable radios, and flashlights; emergency food/water for three days; fire extinguisher, sanitation, and waste disposal products; preprepared signage and notification equipment such as flares.
• Organizations should identify their data that is “unprotected,” that is, identify information that needs backup processes, duplication, and then remote backup storage. Although this monograph isn’t about data or metadata assessment and protection, the reality is that managers should identify organizational assets that—whatever emergency happens—need protection.
In reviewing “at the very least” I chose to add a significant number of “automatic” issues. That is, organizations already have alarms and lights and—for example—signs are already posted and announcements and postings are already made. What are best practices for those basic elements and issues right now/at the very least?
At the Very Least/Right Now—The Basics
Instead of categorizing basic actions of emergency elements already in place in institutions ,with types of emergencies as provided in other chapters in this book these recommended actions and considerations refer to general activities or specific activities that are already occurring as part of events.
Alarms Sounding in Public or Private Spaces
Alarms sound more frequently in today’s environment. We have them on our clocks, our phones, our cars, in parts of as well as all spaces in our home environments, and, in parts of as well as all of our work environments. We have them in our communities, neighborhoods, and geographic areas and—if we really want—we can purchase or subscribe to separate alarm units or web-based content to alert us to additional weather issues, thefts, deliveries, health issues occurring, traffic issues, repairs needed, and reminders of upcoming events. They sound to remind us, to alert us, and to warn us as well as to signal “all clears.”
It would be safe to say, however, that
• our pulse races when alarms sound and we breathe faster;
• alarms cause—for many—fear and consternation;
• alarms can make many people angry;
• alarms can trigger emotions, health emergencies, and flashbacks to memories that create additional side effects beyond feelings to behaviors;
• alarms can cause illness or conditions in some and a need to recover with medication, with relaxation techniques, or in a location other than their own workplace—to name just a few resulting effects.
There should be concern for “too many alarms” or alarms that sound for little or no reason or for the incorrect reason. That is, we never can and shouldn’t get complacent about hearing alarms or acting upon alarms with standard procedures.
Recommended behaviors for alarms in workplaces include the following:
• Consider appointing and then identifying (in writing) alarm “process owners.”
• Identify alarm “process owner” roles and responsibilities.
