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|Title:||Disaster Management: Enabling Resilience|
|Authors:||Charu Aggarwal, Patricia L. Brantingham, Thilo Gross, Jiawei Han, Huan Liu|
Reda Alhajj, Anthony Masys
|Description:||Several disasters over the past number of years have exposed serious weaknesses and vulnerabilities in the emergency management capabilities within the global communities. Events such as BP Deepwater Horizon Oil spill (2010), Fukushima tsunami and nuclear disaster (2011), earthquake in Haiti (2010), Hurricane Sandy (2013), and Typhoon Haiyan (2013) highlight the devastating effects that man-made and natural disasters have on the population and infrastructure. These examples highlight how ‘hyper-risks’ emerge from our ‘hyper-connected world’  pointing to the requirement for enabling resilience to support disaster management. A recent Chatham House report ‘Preparing for High-Impact, Low-Probability Events’, found that governments and businesses remain unprepared for such events . As described in the Chatham House Report , the frequency of ‘high-impact, low-probability’ (HILP) events in the last decade signals the emergence of a new ‘normal’. With regard to the BP Deepwater Horizon Oil spill (2010), the various failures described in the Presidential Report (2011) highlight the lack of a suitable approach for anticipating and managing the inherent risks, uncertainties and dangers associated with deepwater drilling operations, and the failure to learn from previous near misses. Many of the risks that are associated with man-made and natural disasters often arise from unanticipated consequences stemming from interactions within and between different types of systems. Recurrent events, such as flooding, droughts, tornadoes, and even pandemic outbreaks have been shown to have equally serious impacts, raising new questions about how we can ‘design’ and enable resilience in systems and communities.|
|Appears in Collections:||Environmental and Development Studies|
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