Читать книгу Disaster Response and Recovery - David A. McEntire - Страница 64

Because of the impacts that become apparent during the immediate emergency period of a disaster, several significant changes may occur, and these could complicate the job of an emergency manager. Tom Drabek, a very well‐known disaster sociologist, has summarized six of them that have been identified in the literature (1986, 46‐47). These include:

1 Uncertainty. In the immediate aftermath of disaster, there is a lack of information about what has happened, why it occurred, the number of injured or dead, the extent of the devastation, and what should be done to deal with these problems.

2 Urgency. As the situation becomes clear and as needs arise, most leaders and citizens desire to act quickly to issue warnings, treat injuries and clear roads of debris among other things.

3 Emergency consensus. Individuals, groups, businesses, government departments, and political leaders agree that major problems have to be addressed and generally work together to overcome them (at least in the immediate aftermath of a disaster).

4 Expansion of citizen role. People are not only more willing to cooperate in a disaster, but they are also likely to be involved in searching for neighbors trapped under debris, transporting the wounded to hospitals, and providing relief supplies to victims through donations to charitable organizations.

5 De‐emphasis of contractual relationships. Because victims’ needs must be met as soon as possible, written agreements are not relied upon. Verbal arrangements are made instead. Accounts and debts are settled when the situation calms down. It is also likely that supplies will be donated with no thought of reimbursement.

6 Convergence. People and material resources will flow to the scene of a disaster. This may include evacuees returning to the location and those wanting information about victims. It may also include volunteers, reporters, researchers, people wanting to take advantage of the situation, groups cheering on the emergency workers, and others mourning those who have died in the event (Kendra and Wachtendorf, 2003).

The above changes can have a dramatic impact on those involved in the management of disasters. Decision making becomes difficult and post‐disaster operations are stressful. Poor communications in disasters complicate the sharing of information. Many agencies and volunteers help to get things done quickly, but the arrival of too many organizations and donations can add to the overwhelming nature of disaster. Resources may be available in a warehouse, but they may not be shipped or tracked in an ineffective manner. Later on, blame may be placed on those considered to be at fault. Disagreements might arise about recovery policies, particularly in regard to disaster assistance and rebuilding priorities. Some of the changes that take place after a disaster have positive features while others are negative. In most cases, the changes resulting from disasters will provide benefits and drawbacks for those working in emergency management and related professions. For instance, more political and financial support may be given to emergency management after a disaster. However, disasters may require long hours, night shifts and even working weekends for those involved in this important endeavor.