SoS in disasters: Why following the manual can be a mistake

Abstract

According to both the US Geological Survey and the World Bank, $280 billion dollars could have been saved if $40 billion dollars had been invested in disaster prevention. Natural and human-made disasters that have occurred over the last few years show that there is a gap in disaster prevention caused by the interconnected nature of risks, which cannot be foreseen with current risk management methods. In this paper we point out how disaster management could benefit from a SoS approach in emergency response and preparedness strategies. Using recent disasters as case studies, we identify some keys to success in managing a SoS in preparation, during and in the aftermath of a disaster. In particular, we discuss the idea of the interconnectedness of risks in independent and interdependent systems and the application of Boardman and Sauser's concept of “creative disobedience”, which are fundamental for goal achievement of systems belonging to a SoS.