|
Abstract
|
Emergency planning is directed at events of periodic rather than routine occurrence. The paper focuses on three major problems in emergency planning: 1.
(i) Most planning is directed at specific agent-caused effects. This focus diverts attention away from more generalized principles of planning that cut through all types of emergencies. This focus also emphasizes agent uniqueness rather than the similarity of consequences which can be produced by quite diverse agents. A series of generalized principles is presented.
2.
(ii) Most planning is segmented and is often restricted to those segments of the society most directly affected. Such segmentation is the cause of later lack of coordination. An argument is presented that the effective planning unit is one of larger scope, the local community system.
3.
(iii) Most planning is oriented to create artificial, and thus irrelevant social structures and to impose those on others. Such a model insures its failure.
A critique is made of the dominant emergency model, one of command and control, and an alternative is suggested, an emergent human resources model. That model is based on the idea of the importance of the continuity of behavior, individually and organizationally. In sum, the notion of emergency refers to the disruption of social systems, rather than to physical and material damage or disruption. Consequently, such planning needs to be rooted in research and knowledge drawn from the social sciences. |