“The crisis you plan for is not the crisis you get. We learned that even the most basic of assumptions can be violated. In a crisis, failure of phones lines should be expected, but not even cell phones worked consistently on 9/11. Transportation modes can and did cease. We may be unable to count on the public safety agencies that otherwise are reliable day and night,…”
“We learned that even the most basic of assumptions can be violated. In a crisis, failure of phones lines should be expected, but not even cell phones worked consistently on 9/11. Transportation modes can and did cease. We may be unable to count on the public safety agencies that otherwise are reliable day and night… the crisis you plan for is not the crisis you get.” — Marilyn McMillan
“From paper, pens and tape to mutual aid agreements, and sophisticated communications and data back-up, the planning was key to dealing with whatever crisis unfolded.” — John Curry, Executive Vice President, Massachusetts Institute of Technology
The above quotes are taken From a report titled:
Learning History
The Boston Consortium for Higher Education
150 Great Plain Ave
November 2002
Available online: http://64.233.167.104/search?q=cache:bj250eW9FLAJ:web.mit.edu/community/resources/learning_history.pdf+social+unrest+disaster+plan&hl=en&ie=UTF-8
These cautions are truly warnings. We can learn from the experiences of populations and responders under severest stress. In New Orleans (and the Asian Tsunami, the recent floods and earthquakes) almost nothing worked—except for simple things improvised at the local level. For the most part nearby neighbors tried to help each other sharing what they could improvise.
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