Citation

Harrald JR. Ann. Am. Acad. Polit. Soc. Sci. 2006; 604(1): 256-272.

Copyright

(Copyright © 2006, SAGE Publishing)

DOI

unavailable

PMID

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Abstract

For more than thirty years, the U.S. emergency management community has been increasing its ability to structure, control, and manage a large response. The result of this evolution is a National Response System based on the National Response Plan and the National Incident Management System that is perceived to have failed in the response to Hurricane Katrina. Over the same period, social scientists and other disaster researchers have been documenting and describing the nonstructural factors such as improvisation, adaptability, and creativity that are critical to coordination, collaboration, and communication and to successful problem solving. This article argues that these two streams of thought are not in opposition, but form orthogonal dimensions of discipline and agility that must both be achieved. The critical success factors that must be met to prepare for and respond to an extreme event are described, and an organizational typology is developed.