Dealing with the chaos, fear and danger of a major contingency relies on preparation and knowledge. Those charged with managing such crises must have the training to understand the unique challenges that crop up when the normal operation of society are interrupted. As with most things human, coherent discourse is essential to action, and that depends in large part to emergency communication equipment.
The animal kingdom has a number of species which form societal groups which rely on the ability of their leader to keep them safe. A pride of lions depends on the large male to fend of other encroaching males. When the water sources dry up, a parade of elephants follows the oldest female elephant, relying on her memory to find alternate sources of water, humans also set up leaders to guide the population in 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.
Over the years, each community has developed a way to set themselves up to handle the variety of likely problems they may face. Some of these methods come from the experience of long time residents, others from shared experiences with other communities, and some from books. Private companies also have their own internal methods for handling crises.
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.
The animal kingdom has a number of species which form societal groups which rely on the ability of their leader to keep them safe. A pride of lions depends on the large male to fend of other encroaching males. When the water sources dry up, a parade of elephants follows the oldest female elephant, relying on her memory to find alternate sources of water, humans also set up leaders to guide the population in 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.
Over the years, each community has developed a way to set themselves up to handle the variety of likely problems they may face. Some of these methods come from the experience of long time residents, others from shared experiences with other communities, and some from books. Private companies also have their own internal methods for handling crises.
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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