3 - Dispelling the Myths of Panic - Jeff Neal

Dispelling the Myths of Panic during Disasters

Jeff Neal

Reference: Gantt, Paul; Gantt, Ron; Disaster Psychology Dispelling the Myths of Panic; Professional Safety; August 1, 2012

Theme: Emergency Managers and safety professionals should understand human behavior and design emergency plans accordingly.

Summary:

Many managers design an emergency disaster plan and expect employees to learn and follow the plan, Instead they should learn the behavior of their employees and then design the plan around how employees will act during a disaster. Gantt states that it's important to bridge the gap between the behavior science community and safety professionals.

Today's public perception that people will panic during a disaster was conceived by the media, Hollywood, and emergency planners. Studies show that this does myth is incorrect and most people do not panic during disasters.  Some social scientists argue that no panic existed during disasters.

Following the Beverly Hills fire of 1977, in which 300 people died, Newspapers reported "Panic Kills 300", "panic and 300 stampede to Death". However an investigation by the NFPA concluded that most of the people in the fire did not panic and that panic was not the cause of death.

When people panic it's the perception of events that cause them to panic. If they believe that escape is possible but that the routes are closing then they feel panic.  In case of miners trapped or submarine emergencies when there was no hope of escape studies show that panic did not occur.

When identifying if a threat exists people use three factors. Green states that the three factors are; Credibility and authority, the warning message itself, including any risk relevant information, and past experience.  AN example of this is Katina, many people did not listen believe they needed to evacuate because in past hurricanes they didn't need to evacuate.  During disasters people do not typically separate they bond together.  It's important for emergency planners to understand these factors.

Emergency Managers need to understand that sharing information will not cause panic, and that withholding information from the public during a disaster may cause the public not to take the threat seriously.  Having an open and clear communication of the risks before and during disasters is critical.

When performing fire and evacuation drills in schools and building managers need practice each drill as though it is real.  Having to many drills that are not at the same speed as the real thing will only cause employees to develop bad habits.  There is a saying that "perfect practice make perfect"

Leaders need to be trained and the leaders during a normal work day do not need to be those that lead during an emergency.  Leader during emergencies need to be trained in all emergency strategies and tactics.  Emergency action plans need to establish clearly who is in charge during an emergency, and this needs to be made clear to all employees so that the leader has credibility during a disaster.

Application to the lesson topic: In our understanding and studies of what causes death and panic during disasters, it's important that we also take the time to learn human behavior.  I think this is why emergency manager should have degree.  On the job training does not always provide the education needed to perform as an emergency manager.

Application to emergency services: As present and future emergency managers it's important that we understand human behavior during a disaster.  If we train and plan correctly we will be more successful when we are involved in emergency situations.

3 - Just Stay Out of His Way - Joseph Galbraith

Lt. Gen. Russel L. Honoré

Reading Summary by Joseph Galbraith

Reference:

Bennett, B., & Donnelly, S. B. (2005). JUST STAY OUT OF HIS WAY. Time, 166(12), 56.

Theme: The leadership provided by Lt. General Russel Honoré proved to be rough necked and highly effective.

Summary:

• The aftermath left by Hurricane Katrina required a leader who could make things happen.  More delay of food and aid was not an option.

• General Russel Honoré was appointed commander of all military forces in the disaster area.

• General Honoré was credited with launching numerous aircraft, ships, supplies and rescues to help the people of New Orleans and the surrounding area.

• General Honoré had a vast knowledge of disaster planning and preparation and had actually worked on a plan to react to a hurricane in New Orleans.  However he did not plan on the levees breaking as they did.

• The best quote from this article "don't confuse a plan with execution. A plan is like good intentions. You don't win with good intentions."

•General Honoré demeanor can come across as abusive.  He might have been very blunt but he completed the job effectively.

Application to emergency services:

This type of leadership can be very effective in getting things done by responders.  It can also be inspiring to citizens because they realize that politics and correctness have taken a back seat to the recovery mission at hand.  I think the General received a little more leeway then other public officials because he was a Soldier.  He fulfilled the image that the public had of our military, which was tough and mission oriented.  As public safety managers we might have to tread more lightly while still taking a lesson in tenacity from General Honore'.

3 - Leading Through the Blur: Leadership in Difficult Times - Robert Letterman

Rob Letterman

Leading Through the Blur: Leadership in Difficult Times

Reference

Kerfoot, K. (2001). Leading Through the Blur: Leadership in Difficult Times. Dermatology Nursing, 250-252.

Theme

               Rethinking the importance of leadership and how leaders are developed.  Leaders grow and improve in the face of adversity.

Summary

·        We live in times where our enemies are faceless and without a national identity.  Unlike in previous times when we knew who are enemies were.

·        Leaders are not measured by how they lead during times of peace, but during times of crisis when things don't go according to plan.

·        Adversity strengthens leadership much like physical exercise makes us stronger.  Leaders face the choice of fight or flight during difficult times.

·        Leadership is about advancing in times of struggle and there are many opportunities for to prove leadership.  Rudy Guiliani is an example.

·        Incidents that occur separate the wheat from the tares in terms of leadership.

·        Leaders must rise through the blur of disaster by clearing our heads of negative thoughts, anger, and hatred.  When we do this our minds are in a position to lead effectively.

Application to Lesson

               The examples given in this article reflect and discuss many of the same things we analyzed with Chris Christie.  Leading through difficult times gives legitimacy to a leader's methods and credibility in the eyes of those who follow them.

Application to Emergency Services

               The nature of emergency services requires leadership through difficult times.  Whether we are in a position of leadership or not disasters afford us the opportunity to prove ourselves and learn from the difficult situations that emergency services deal with.  Learning from the examples of other leaders is critical to success and we must apply the lessons learned for future situations.

3: Poor Leadership After Katrina - Ashley Burningham

Ashley Burningham


Reference:

Gruenwald, J. (2005). Leaders Rap Poor Communication in Disaster Response. Congress Daily, p. 6.

Theme: 

FEMA failed to adequately respond after Katrina hit. Cities were left to fend for themselves and take care of victims. No financial aid or assistance was provided.

Summary:

- Communities took in evacuees.
- Local officials had a hard time communicating with state and federal officials (big obstacle)
- Local officials reported varying degrees of support from FEMA.
- Breakdown in communication hindered abilities to respond effectively and efficiently.
- Baton Rouge received major influx of refugees.
- Agencies had incompatible communication devices.
- Information wasn't shared with affected communities.
- Suffering was prolonged.
- Mayor upset with federal government.
- After the hurricane, FEMA failed to set up a designated FEMA contact in Baton Rouge for individual assistance for victims.
- After city officials decided to testify against FEMA, they contacted them about setting up an assistance center.
- 2 1/2 weeks before city heard from FEMA, citizens disappointed
- Could have sent supplies to other cities if there had been better coordination.
- City submitted a request for reimbursement of expenses from taking care of refugees and FEMA didn't respond or send money.
- Many refugees also sent to Texas. Their FEMA connections were more helpful.
- Texas also couldn't communicate with FEMA well, so they weren't sure who, how many, or when refugees were coming there.
- There is confusion about what FEMA can and can't do.

Application to Lesson Topic:

This week's lesson focused on leadership and communication. This article gives an example of poor leadership after a disaster. Local governments did all that they could to respond after Katrina, but the federal government failed to assist as they should. FEMA was vaguely involved, and cities were unable to communicate with each other or their superior governments. This article helps understand why leadership and communication are so important.

Application to Emergency Services:

NIMS provides a standard operating procedure for disasters. Agencies around the country rely on the processes illustrated by NIMS. When resources are exhausted, agencies are to turn to their state and federal governments. It becomes very difficult to respond when the people who are supposed to respond fail to do so. It kind of overturns the whole idea of NIMS as a method of response.

3 - Nurse Leaders in Disaster Response - Jeffrey Martin

Reference: Coyle, G., Sapnas, K. G., & Ward-Presson, K. (2007). Dealing with disaster. Nursing Management, 38(7), 24-30.

Theme:  Preparedness and strong leadership are key elements to providing effective services during a disaster.

Summary:  This paper focused on leadership skills and preparation for leaders within nursing.  Nurse leaders must ensure that their subordinates have all of the required training.   Nurses who deploy to disaster location must be well rounded, with sufficient experience.  Leaders are tasked to identify which nurses are most capable of deployment to disaster locations.

·         Participants in voluntary disaster deployment should have a minimum of 1 to 2 years of clinical nursing experience and be above "satisfactory" in performance, attendance, and physical health.

·         The nurse leader is required to demonstrate leadership disaster competencies, namely, understanding the Incident Command System (ICS), and an emergency management plan that includes tracking operational, labor, and capital costs.

·         Nurse leader disaster competencies are defined by four domains: assessment, technical skills, risk communication, and critical thinking.

·         The nurse leader is well advised to have a straightforward discussion with staff members about the physical environment and working conditions they might encounter during deployment to a disaster event.

Other reading:  Crichton, M. T., Ramsay, C. G., & Kelly, T. (2009). Enhancing Organizational Resilience Through Emergency Planning: Learnings from Cross-Sectoral Lessons. Journal Of Contingencies & Crisis Management, 17(1), 24-37. doi:10.1111/j.1468-5973.2009.00556.x

This article discusses the importance of proper planning in developing resiliency.

 Application to emergency management:  Being prepared for disaster will ensure that you are able to proficiently provide services to those in need.  The other side of that coin, being unprepared, will cause the public to not trust you and seek help from other sources who may not have the resources needed to solve the problem.  Leaders must identify who is most capable of responding appropriately during a disaster, and place them on the roster for tasking. 

3- Disaster relief and Leadership - James Delli Gatti

James Delli Gatti

Kelly, Patterson honored for reducing crime

Reference: Mitchell, Y. (23 February 2006). Kelly, Paterson honored for reducing crime: New York Amsterdam.Delaney, New York. Vol. 97 Issue 9, p9-9, 1/3p

Theme: Disaster relief and Leadership

Summary: This news article highlights the work of two men; Raymond, W Kelly and David, A Paterson, for their work that resulted in the reduction of crime within the city. Mr. Kelly was the police commissioner of the state of New York and during his tenure as the Police Commissioner he was able to reduce crime rates within his state. Mr. Paterson was the Senate Minority Leader of the New York State Senate. Together their efforts reduced the open and shameless sale of crack cocaine on the streets of New York. During their award ceremony Paterson stated;

"The future belongs to us as we work to fulfill the dreams of our ancestors. For true freedom of race, economics, gender, and principals is to let no one ever split our ranks. Equality for all is as American as apple pie." (Mitchell, 2006)

These two men receive recognition for all of their effort and success in reducing crime and effecting positive change within the communities that they served.

Application to the lesson topic: These two men used their position as well as their circle of influence to effect positive change within the communities that they served. These men took responsibility for the policies and decisions that ultimately led to to the improvement of the safety and security by reducing the sale of crack cocaine within their communities.

Application to emergency services: Through the understanding of the needs of the community that they serve, the development of a plan to achieve these goals, and the follow through to complete these goals these two men were able to make the changes that the community wanted to see and garnered local support through their actions.  

Kelly, Paterson honored for reducing crime.   Full Text Available By: Mitchell, Yvonne Delaney. New York Amsterdam News. 2/23/2006, Vol. 97 Issue 9, p9-9. 1/3p.

Lesson 3 - Nurse leaders in Katrina - Michael Newland

 Reference: Danna, D., Bernard, M., Schaubhut, R., & Mathews, P. (2010). Experiences of Nurse Leaders Surviving Hurricane Katrina, New Orleans, Louisiana, USA. Nursing & Health Sciences, Vol. 12, Issue 1, pg 9 -13.

Theme:

Nurses are in leadership positions before, during, and after any disaster. Nurses during Hurricane Katrina showed bravery and compassion when treating hurricane victims.

Summary:

Michael Newland

·         Hurricane Katrina hit New Orleans and surrounding areas in late August 2005.

·         It was declared the worst natural disaster in our Nation’s history.

·         When preparing for the incoming hurricane hospital staff members were told to bring enough food and water for themselves and family members for 3 days. This was not enough because they were forced to stay in the hospital for longer than that.

·         During the hurricane nurses worked together to provide emergency care to increasing amounts of wounded. They were forced to treat patients in many unconventional areas like parking garages and stairwells.

·         Housing in hospitals during the disaster was problematic. Nursing directors coordinated the process of registration and placement of staff, family, physicians, and visitors into sleeping areas.

·         The hurricane knocked out communication between hospitals and other outside agencies. This left it up to nurses to try to coordinate any evacuation efforts.

·         The city’s emergency preparedness command center was overwhelmed with evacuation requests. Many hospitals were forced to use their own resources for evacuation efforts. Many staff members had to get on roof tops to try and flag down emergency helicopters and boats for evacuation.

·         Many nurses found themselves in the role of both caretaker and victim. They had to provide treatment for victims as well as try to remain calm and provide leadership at the same time during the chaos of Katrina.

·         Nursing leaders assumed many roles and functions including organization and coordination, creativity, spontaneity and flexibility, patient advocacy and assertiveness, teamwork, camaraderie, and support for staff members and each other.

Application to the lesson topic:

            Leadership during a disaster can take many forms it doesn’t just have to be a high ranking figure like the Governor of the State or the President. Leadership during a disaster is essential. Without leadership things can and will go from bad to worse in a heartbeat. The nurses and doctors during Hurricane Katrina did a phenomenal job of not only providing treatment for victims but leadership as well. Without them there would have been even more casualties because there would have been too much chaos.

Application to emergency services:

            Natural disasters are extremely chaotic. Emergency services personnel must remain calm and show poise during these disasters. Providing treatment can be extremely difficult during these times. It is up to the emergency services to provide care and treatment during this extreme pressure. Without emergency services there would be little hope of recovering from disasters like Hurricane Katrina.