By Anthony Masys
The current paintings will speak about proper theoretical frameworks and purposes touching on permitting resilience in the danger, trouble and catastrophe administration area. The contributions to this booklet specialise in resilience pondering alongside four large issues: city area; Cyber area; Organizational/Social area; and Socio-ecological area. This e-book could function a important reference for classes on chance, situation and catastrophe administration, overseas improvement, social innovation and resilience. it will be of specific curiosity to these operating within the chance, drawback and catastrophe administration area because it will offer important insights into permitting resilience. This booklet should be good situated to notify catastrophe administration pros, coverage makers and lecturers on ideas and views concerning catastrophe resilience.
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Extra resources for Disaster Management: Enabling Resilience
The type of events that are associated with disasters are usually known, such as earthquakes, floods, tsunamis, volcano eruptions, pandemics, uncontrolled large-scale releases of hazardous materials, catastrophic accidents, fires, or explosions. But unlike safety management it is practically impossible to prevent them even though they are known. When unexpected events happen it is necessary to be able to control them and/ or to absorb their impact. ) can be prevented. The purpose of control— and, indeed, almost a definition of the term—is to change the developments of the event from being unforeseeable or uncontrolled to become foreseeable or controlled.
Is the validity based on a general agreement (‘common sense’) or does it have an empirical basis? 3 The Ability to Learn The ability to respond depends on the ability to monitor, in the sense that the timing and precisions of responses can be improved by effective monitoring. But the 28 E. Hollnagel ability to respond and the ability to monitor also both depend on the ability to learn. Neither responding nor monitoring can improve unless some kind of learning takes place. ’ Yet while it is indisputable that future performance only can be improved if something is learned from past performance, it is essential to learn the right lessons from the right experience—to learn from what went well as well as from what went badly.
An event is a fundamental surprise if it either is a kind of event that had not been imagined, or if it develops—spreads or propagates—in ways that have not been envisaged. A fundamental surprise may challenge the existing assumptions about the world either in terms of the type of event that can happen or in terms of how events may develop. The former is characteristic of classical safety management while the latter is characteristic of disaster management. Disaster management and safety management both start by the occurrence of an unexpected event and look for ways by which it can be contained or controlled.