How well a community reacts when faced with a disaster is largely dependent on knowledge and training. The people elected or selected into positions which will have to deal with such crises must have the unique skill set designed for such events. One of the most critical capabilities necessary is accurate verbal interaction, which requires emergency communication equipment.
Even in the wild, creatures have figured out that when things do not go as expected, they have a greater chance of survival by following a leader. Primates like the great apes follow the ranking silver-back to find food and avoid danger. Elephants follow the senior female as she seeks out water during severe droughts, and human beings also naturally look to those in a position of authority to get them through crises.
Each city and state, as well as the nation as a whole, depend on their leaders to be ready for such crises, and to guide the rest when it happens. Regardless the source f the crisis, natural or created by man, society holds leadership responsible for reacting to it. The problem has grown over time as cities become larger and more complex.
Throughout the nation, each community has developed a way to deal with disasters. While information and experience sharing have always been a part of the process of developing contingency response systems, there was no standard way of getting things done. Some organizations, both public and private, also have set methods for dealing with contingencies.
For most cities, it is the elected officials, flushed out with some local business experts, who handle the response control positions when bad things happen. How well this group of individuals handles the crisis has less to do with how well they work together than with how much training they have had. Running exercises that simulate disasters can also pay great dividends.
If there are military organizations in the community, they have experience in handling all manner of disaster, through a detailed exercise program designed to keep their abilities honed and practiced. Their ability to help in civilian crises is limited by policy, but with proper precoordination, an understanding of how they can help is easily accommodated. Unfortunately, cities, military organizations and private corporations usually develop their systems without much coordination.
When a contingency occurs that is small enough the an individual group can handle it alone, their systems and experience serve them well and the responses are often accomplished efficiently and well. But the nature of contingencies is that they are often too large for an individual organization to contain. Sometimes the event simply involves more than one organization at a time.
After recent enormous disasters like the bombing of the federal building in Oklahoma, a national effort to resolve the problems of coordination began. The resulting national incident management system has made it easier for communities to work together. At the center of this system is the ability to make each group able to talk together, a benefit of standardized emergency communication equipment.
Even in the wild, creatures have figured out that when things do not go as expected, they have a greater chance of survival by following a leader. Primates like the great apes follow the ranking silver-back to find food and avoid danger. Elephants follow the senior female as she seeks out water during severe droughts, and human beings also naturally look to those in a position of authority to get them through crises.
Each city and state, as well as the nation as a whole, depend on their leaders to be ready for such crises, and to guide the rest when it happens. Regardless the source f the crisis, natural or created by man, society holds leadership responsible for reacting to it. The problem has grown over time as cities become larger and more complex.
Throughout the nation, each community has developed a way to deal with disasters. While information and experience sharing have always been a part of the process of developing contingency response systems, there was no standard way of getting things done. Some organizations, both public and private, also have set methods for dealing with contingencies.
For most cities, it is the elected officials, flushed out with some local business experts, who handle the response control positions when bad things happen. How well this group of individuals handles the crisis has less to do with how well they work together than with how much training they have had. Running exercises that simulate disasters can also pay great dividends.
If there are military organizations in the community, they have experience in handling all manner of disaster, through a detailed exercise program designed to keep their abilities honed and practiced. Their ability to help in civilian crises is limited by policy, but with proper precoordination, an understanding of how they can help is easily accommodated. Unfortunately, cities, military organizations and private corporations usually develop their systems without much coordination.
When a contingency occurs that is small enough the an individual group can handle it alone, their systems and experience serve them well and the responses are often accomplished efficiently and well. But the nature of contingencies is that they are often too large for an individual organization to contain. Sometimes the event simply involves more than one organization at a time.
After recent enormous disasters like the bombing of the federal building in Oklahoma, a national effort to resolve the problems of coordination began. The resulting national incident management system has made it easier for communities to work together. At the center of this system is the ability to make each group able to talk together, a benefit of standardized emergency communication equipment.
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