‘Art of War’ for emergency managers: mitigation and preparedness

By Joseph L. Giacalone / joe@theklaxon.com / 12.07.2009

Updated on: 01.17.10 at 11:36 am

[Editor’s note: This is part one of a two-part series focusing on Sun Tzu’s “The Art of War” and the four phases of emergency management. The second part, covering response and recovery, will publish Thursday, Dec. 10.]

The “Art of War” by Sun Tzu has been used over the centuries to teach everything from warfare to marketing and selling products. Emergency Management is no different. From fires to terrorism, the “Art of War” contains strategies that emergency managers (EM) can adopt and put into practice.

The words of Sun Tzu explain to the EM how to apply the four principles of emergency management—mitigation, preparedness, response and recovery—when anticipating the myriad of hazards, both internal and external, that they face on a daily basis. Sun Tzu was always prepared and EMs should take note of his meticulous planning.

As he said, “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”

Mitigation

Mitigation is the first principle of emergency management and may be the most important one. The goal of mitigation is to reduce or eliminate the risks from hazards that an enterprise faces. Sun Tzu tells the EM that you must know everything about the organization. How does an EM become familiar with the technological, accidental and natural hazards that the organization faces?

This task is completed through the use of risk analysis, threat and vulnerability assessments, interviews and most importantly historical references. In order to complete an effective analysis, every tour must be examined. Threats and vulnerabilities can arise during different hours of the day and each one must be mitigated against.
“It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected.”
The road for EMs concentrates on two main factors: probability and criticality. The probability is the likelihood of an event occurring and the criticality is how horrific it can be if it happens. Each threat is analyzed, and the decision on which ones to mitigate against, is based on the two factors. How is the decision made? The EM carefully has to prepare a Cost/Benefit Analysis and a Risk Analysis Matrix.

The Cost/Benefit Analysis is used to identify which hazards are the most cost effective to mitigate against, and the matrix identifies the most critical and probable events. Only the most cost-effective techniques will be used to mitigate the problem.

A mitigation plan is based on the threats, hazards and vulnerabilities of the organization, and can prevent the necessity of having a continuity plan altogether. An investment in the mitigation strategy can save millions in damages and ensure the survival of the organization.

If the EM can only concentrate on one area, it must be on Mitigation strategies.

Preparedness

Preparedness is being ready to face the challenges of a disaster or any other type of emergency. How well an EM plans is the tell-all of survival. Without preparedness, the EM will have no response or recovery.

Sun Tzu knew that it didn’t matter if the enemy was coming or not, but he was ready. EMs must give this same thinking to their enemy.
The planning process actually is established in the mitigation phase. The EM must be prepared for anything at anytime, which is why it is called emergency management.

For those entering or thinking about entering the field of emergency management, he or she must realize that the job of an EM is 24/7, and there are no such things as weekend or holidays.

EMs have to be prepared mentally as well for this job.

“Those who hold onto favorite processes, business models, techniques, or ideas that no longer match the reality of the environment will fail in their mission. Those who embrace new ideas for the sake of newness will also fail.”

When creating plans the EM has to be flexible in any environment. EMs will not fall into either of these traps because all plans must constantly be evaluated.

Also, EMs must live by the old maxim when creating plans, “If it ain’t broke don’t fix it,” but when the evidence tells you to change, you must.

“If words of command are not clear and distinct, if orders are not thoroughly understood, the general is to blame. But if his orders are clear, and the soldiers nevertheless disobey, then it is the fault of their officers.”

All plans must be written so that anyone that reads it can clearly understand what needs to be done. They should be laid out in a manner that flows as well as be clear, concise and correct. A confusing and long winded plan will only mean one thing; no one is going to read it. In addition, the EM be flexible and be ready to adjust schedules, personnel and resources whenever necessary.

Planning is critical to the response phase during an emergency. The National Response Framework, published by the U.S. Department of Homeland Security (DHS), provides the basic outline for non-fire hazard planning.

There are two types of plans that EMs must maintain and constantly update: A Fire Safety Plan and an Emergency Action Plan (EAP), also known as an Incident Action Plan (IAP). The Fire Safety Plan covers only fire emergencies and the EAP covers all other hazards. These plans must be kept separate from each other and must be tested often to ensure their viability.

For more information, check Planning 101 for emergency managers.

The response and recovery section of this article will publish Thursday.