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Disconnecting Policy and Practice

Disconnecting disaster management policy from disaster management practice causes Katrinas.

Of Ladders and Trenches

It's difficult, when you are in a management position, to maintain a balance between keeping a perspective on the big picture and staying in touch with what is going on in the trenches. I find that, while I need to maintain some contact with the trenches to retain perspective on what it's all about, I cannot get involved in routine trenchwork for two reasons:

1. At some point, it becomes too difficult mentally to have to integrate both details that are significant in the trench but not in the big picture , and details that are significant in the big picture but not in the trench. A friend of mine calls this "spanning too many rungs of the ladder." Obviously, when it becomes too much depends on the size of the ladder, the distance between rungs, and how stretchy you are at any given time.

2. I can't be both peer to and supervisor of my co-workers. While I (think I) can track my role-switches, it's almost impossible for others to do so, which, rightly makes them confused and uncomfortable. This is one of those management aphorisms on whcih all the management trainings agree but that everyone really has to learn for themselves. You have to be equal but separate.

So I think my strategy needs to be the Periodic Royal Pulse Check: hear about/talk to a few example trenches without actually getting involved directly.

Working with Volunteer Organizations

The active membership of volunteer organizations is constantly changing, so they think and act like perpetual teenagers: Always learning what others take for granted, and always having to be told the same thing over and over again.

When working with a volunteer organization, don't assume that they know what they are doing. Do not be afraid to remind them of what you think they should know. Be patient and lend them a teaching hand when you can. Even if you've already taught them something 10 times. Chances are that you're teaching the 11th person.

Rules, Routines and Respect

The Red Cross teaches workers that clients, who are in an unfamiliar, uncertain and constantly changing situation, need Rules, Routines and Respect. What they don't mention is that we ourselves (who are also in an uncertain and constantly changing situation) need Rules, Routines and Respect. This is perhaps especially true for upper management, who must not only create and enforce the rules and routines of others, but also of their own.

3 Steps Exactly

In disaster response, you always have to be thinking three steps ahead. Some people have trouble learning to think three steps ahead. Some people have trouble learning to think only three steps ahead.

Panic Early

Panic early. It saves time later.