Acknowledging and addressing problems are crucial first steps toward solving them. However, many emergency management programs have not yet identified or addressed significant solvable issues, which hampers their effectiveness, particularly in the early stages of program development.
Despite their crucial role, many EM programs do not actively engage in problem-solving. Instead, they often focus on following general guidelines outlined in national doctrines. To illustrate this, consider the training of firefighters. They learn a wealth of knowledge and skills, such as understanding fire behavior, handling protective equipment, and deploying hoses. Yet, they don't truly become firefighters until they face real-life scenarios, such as extinguishing fires in burn rooms and rescuing victims from smoke-filled environments. These scenarios are designed to test their problem-solving abilities and not just their theoretical knowledge.
In contrast, emergency managers study frameworks like the National Response Plan (NRP), National Incident Management System (NIMS), and various planning and reporting tools. However, they rarely practice or are evaluated on problem-solving skills. There are few tests that focus on solving novel and dynamic problems, partly because success in EM is not universally defined. Instead, emergency managers often produce Situation Reports (SitReps) and Incident Action Plans (IAPs) with broad objectives, lacking practical problem-solving exercises and team building for complex issues.
As a result, many EM programs are reactive rather than proactive, addressing problems only as they arise without sufficient preparation or anticipation.
The Solution
Emergency managers play a crucial role in coordinating problem-solving across diverse and non-traditional response organizations. They need to lead exercises that simulate scenarios where critical components such as shelter, public information, feeding, and transportation are absent. These exercises help identify gaps and improve coordination before incidents occur. Emergency managers must facilitate exercises that bring all necessary players together to practice and refine their responses to real-world problems, rather than merely following established protocols.
Conclusion
General George Patton's assertion that "you fight like you train" is particularly relevant in emergency management. SitReps, IAPs, and ICS 214 forms are valuable tools, but they do not replace the need for rigorous, practical training and exercises that enhance one’s problem-solving skills. Emergency managers intuitively understand this but often delay taking action. By recognizing the need for regular, practical exercises and addressing problems proactively, emergency managers can significantly enhance their program's effectiveness and readiness.
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