4 - Planning for Spontaneity - Jeffrey Martin

Reference: Horsley, J. (2012). Planning for Spontaneity: The Challenges of Disaster Communication Fieldwork. International Journal Of Qualitative Methods, 11(3), 180-194.

Theme:  The article discusses fieldwork disaster communication, and the apparent lack of research on the subject.

Summary:  the American Red Cross organizes during disaster to communicate with primary public entities, including the media, donors, partner agencies, and those affected by disaster.  There is little or no research on disaster communication in the middle of an event as it unfolds in front of your eyes.  Communication in the field is vastly different from that in a communications center.

·         The need for an organization to protect its image during a volatile time can cause an organization to exert more control over the dissemination of information.

·         The greatest difference between conducting qualitative fieldwork in disasters and in more stable, certain environments is the simple fact that it is a disaster.

·         Flexibility is vitally important at a disaster site in which the setting and circumstances are constantly evolving.

Other reading:  Eisenman, D. P., Cordasco, K. M., Asch, S., Golden, J. F., & Glik, D. (2007). Disaster Planning and Risk Communication With Vulnerable Communities: Lessons From Hurricane Katrina. American Journal Of Public Health, 97S109-S115.

This article discusses communications with the public during Hurricane Katrina.

Application: Communication from within the safety of a command center does not have the same issues of that from the field.  For those managers and leaders performing actual fieldwork, there needs to be an understanding that it is a very dynamic and possibly hostile/dangrerous environment from what they may be used to. 

3 - Leadership Integrity - Andrea Graff

Andrea Graff

Reference: Lucas,  F., Katz, B. (2011). Gone with the wind? Integrity and Hurricane Katrina. New Directions for Student Services. (pp. 89-96).

Theme: Maintaining leadership integrity.

Summary:

• The number one characteristic that employees and the public want in a leader is integrity.

• To reassure employees and the public during and after a crisis there are some things you should keep in mind. The first is to make sure you keep calm. Emotions are highly contagious maintaining your composure will help to calm panicked people.

• Maintain a sense of humor. Spontaneous humor can help relieve the tension and overcome fear.

• Make sure you listen, it is the key to gaining assistance. And also communicate. "Accurate, timely, and ongoing information sharing is critical to maintain ethical and structural integrity on campus".

• And finally, take care of yourself. Over the days the strengths of the leaders get eroded, taking fifteen to thirty minutes of privacy each day can help to recenter and refocus.

Application to the lesson topic:
Integrity is the number one thing people look for in a leader. They need to know that when it comes to a crisis situation they can trust their leaders and there is no doubt as to what they are ordering.

Application to Emergency Services:
During a crisis situation it is important that we as leaders realize that everyone is going to be watching us and turning to us to see how they should be responding. It is up to us to keep our composure and help others to stay calm while at the same time getting things taken care of and making sure things get done.