Leading disaster preparedness around the world

Elizabeth Petheo, EMBA '14, brings over 15 years of experience in a range of disaster resiliency programming from work in Latin America, the Caribbean, Africa, Asia, and Europe. She has worked on issues such as disaster response, urban disaster risk reduction and risk management, and rural food security operations. Currently, she is based in Bangkok, Thailand as the Asia-Pacific Regional Representative of Miyamoto International, a structural engineering and disaster risk reduction firm. We asked her to talk about preparation for emergencies in an organization in this unprecedented time.

What management skills are applicable in disaster preparedness?

While every disaster is unique and context drives effective response and recovery interventions, disaster preparedness to one specific disaster can be leveraged as a platform for response to other disasters. As with core management decisions, preparedness requires advance consideration of the operating environment, the capabilities of a given organization, and its strategy.

Do you use systems dynamics or other MIT frameworks to conceptualize preparedness?

Yes. It is a system. At an operational level, this can mean linking investments in early warning data collection, risk reduction activities, and preparedness agendas at both policy and practical levels. And for it to be effective, it must be cost-effective, created, and maintained before disaster strikes. If not, it will not get traction and support from leaders to make it worth the investments.

You have worked in the international arena, whether with the World Bank or leading a post-earthquake Haiti response program or leading a post-Asian tsunami relief program during the civil war in Sri Lanka. How do you apply strategy to this work?

Advance planning is at the core. Many practical and operational questions emerge once disaster strikes. These may include: How will decisions be made? What system is already in place? Who and where are possible partners (local and international) in the response? What are the processes that will support an effective response? Where is the money to respond? Who will communicate, at what frequency, and what communication channels will be available to engage key stakeholders? Whether by written document or an organization-wide tabletop exercise, investing in thinking through disaster scenarios can support planning for what may emerge. A good plan is targeted in its development and maintenance.  But a good plan on a shelf is as useful as no plan. An effective plan is one that is co-created, clearly communicated with, and accepted by stakeholders before a crisis so that it can be triggered quickly.

Organizational culture and iterative learning are important parts of organizational processes. How do these relate to disaster preparedness work?

Preparedness for all disaster events is not possible, nor is it cost-effective. Existing disaster response networks, systems, and institutions can be adapted with the right leadership to support other crises. The aim of preparedness is to get key response platforms in place before they are needed and support building a culture of preparedness. And while those with the right technical expertise will rise up during a specific type of crisis, others involved in the preparedness ecosystem can contribute to new functions and support innovations outside of their technical area. The bottom line is that when a disaster happens, the right leadership and cultivated culture of preparedness will make it easier to pivot and adapt as needed.