IE 11 Not Supported

For optimal browsing, we recommend Chrome, Firefox or Safari browsers.

Avoiding Unintended Consequences in Disaster Recovery

It is about the people, Stupid!

When you think about all the things that need to be knitted back together following a disaster, from telecommunications, transportation, utilities, housing, schools, etc. the tasks and projects can be daunting. In the end we need to remember this, “It has become imperative we are able to look at solutions systemically and holistically to avoid unintended consequences and make sure we don’t just rebuild – but also we preserve the well-being of people.” 

Here is a link to this report, Changes in Human Well-being and Rural Livelihoods Under Natural Disasters about a China disaster and the mistakes made there that had consequences for people and organizations that ended up being negative and not considerate of the impacts to individuals, families and communities. It is not enough to give people a house and a place to work. The social impacts of dislocation and relocation from the familiar to the different and sometimes strange can be huge. The Great Japan Earthquake also had older people who were displaced for years, and their only desire was to die and be buried with their families back in their communities of origin.  

You can't call that a success for this element of the community. 

Lastly, I'll add this. Don't discount the lessons from foreign disasters. Yes, the cultures are different and the government response mechanisms are different, but people are people. Maslow's hierarchy of needs applies quite broadly.

Claire Rubin shared the primary link above.

Eric Holdeman is a contributing writer for Emergency Management magazine and is the former director of the King County, Wash., Office of Emergency Management.
Special Projects
Sponsored Articles
  • How the State of Washington teamed with Deloitte to move to a Red Hat footprint within 100 days.
  • The State of Michigan’s Department of Technology, Management, and Budget (DTMB) reduced its application delivery times to get digital services to citizens faster.

  • Sponsored
    Like many governments worldwide, the City and County of Denver, Colorado, had to act quickly to respond to the COVID-19 pandemic. To support more than 15,000 employees working from home, the government sought to adapt its new collaboration tool, Microsoft Teams. By automating provisioning and scaling tasks with Red Hat Ansible Automation Platform, an agentless, human-readable automation tool, Denver supported 514% growth in Teams use and quickly launched a virtual emergency operations center (EOC) for government leaders to respond to the pandemic.
  • Sponsored
    Microsoft Teams quickly became the business application of choice as state and local governments raced to equip remote teams and maintain business continuity during the COVID-19 lockdown. But in the rush to deploy Teams, many organizations overlook, ignore or fail to anticipate some of the administrative hurdles to successful adoption. As more organizations have matured their use of Teams, a set of lessons learned has emerged to help agencies ensure a successful Teams rollout – or correct course on existing implementations.