Issues That Arise With Earthquakes

There are many forces on the planet, and they have both positive and negative ramifications on people’s lives. Earthquakes are some of the negative ramifications resulting from the many forces on the planet. Natural occurrences like earthquakes have fascinated and bewildered people for ages. The enormous rock slabs that make up the Earth’s surface, known as its tectonic plates, unexpectedly shift and unleash stored energy to cause these disasters. In addition to powerful natural disasters, earthquakes are a sobering reminder of how dynamic and ever-changing our world is. When earthquakes occur, they significantly impact the health sector, which is often overwhelmed due to the high number of casualties. This paper will discuss how these events make triaging victims challenging, public health issues might arise, and how interagency cooperation and local collaboration can be utilized during emergencies.

What issues resulting from an earthquake would make triaging victims a challenge?

A significant earthquake might overwhelm medical staff and facilities with the sheer volume of casualties. Earthquakes frequently occur in densely populated regions and the abrupt destruction of buildings and infrastructure. The widespread destruction often results in many injured people needing emergency medical care. The lack of medical personnel, resources, and facilities makes triaging casualties difficult in chaotic and resource-constrained situations ( Khanmohammadi et al., 2018). In addition, the extensive damage brought on by earthquakes can interfere with communication systems and make it challenging to coordinate emergency responses. The lack of coordination between the medical teams interferes with their ability to handle the high number of patients. Bruns (2020) posits that communication between first responders, hospitals, and relevant agencies is essential for effective triage. However, the flow of vital information might be significantly hampered by infrastructure damage, power outages, and the destruction of telecommunications networks, making it challenging for rescue teams to locate victims, gauge their statuses, and plan medical measures.

Another major challenge in earthquake triage is the limited time available for decision-making. The initial hours and days following an earthquake, often called the “golden period,” are crucial for saving lives (Achour & Miyajima, 2020). The immediate focus is locating and rescuing survivors trapped under debris, requiring specialized search and rescue teams. However, during this critical window, there may be little time to conduct detailed assessments or thoroughly examine victims before making triage decisions. This time constraint could impact the outcomes for individuals who require immediate medical attention if patients are improperly prioritized based on the severity of their injuries. It can be challenging for rescue and medical crews to access impacted areas and deliver timely aid due to the chaotic and dangerous conditions caused by an earthquake. Collapsed infrastructure, blocked roadways, and unstable structures pose significant risks to rescuers, limiting their ability to access victims quickly (Achour & Miyajima, 2020). Such delays in reaching the injured can further complicate the triage process, as patients may deteriorate or develop complications while waiting for medical aid.

What Public Health issues may ensue, and what can we do to mitigate the events?

Earthquakes have been linked to various public health issues, such as the spread of infectious diseases. In the event of an earthquake, critical infrastructure is damaged or destroyed. For example, some of the infrastructure that is often affected is water and sanitation systems ( Khanmohammadi et al., 2020). The destruction of essential infrastructure like water pipelines and sewage treatment plants can release hazardous bacteria into water supplies. This pollution exposes the affected community to infectious diseases such as Cholera, typhoid fever, and diarrheal disorders (Pal et al., 2018). To mitigate this, immediate efforts should focus on providing safe drinking water and sanitation facilities, including distributing clean water, establishing temporary latrines, and promoting hygiene practices such as handwashing.

Another public health issue is the overcrowding of temporary shelters or displacement camps. Reina et al. (2017) posit that earthquake destroys many homes, and people are often forced to gather in crowded and unsanitary conditions. When these shelters are overcrowded and unsanitary, they facilitate the transmission of communicable diseases. Reina et al. (2017) assert that when people are in cramped quarters with poor ventilation and little access to healthcare services, respiratory infections, influenza, and other infectious diseases are more likely to spread in such conditions. Developing well-ventilated shelters, supplying essential medical services, and implementing infection control measures, such as promoting good hygiene, isolating people with contagious diseases, and supporting vaccination campaigns, should be prioritized as part of mitigation efforts.

Injuries sustained during an earthquake can also pose public health challenges. Wounds and fractures are common; without proper medical attention and infection control, they can lead to complications and secondary infections. Mental health concerns are another significant public health issue after an earthquake. According to Tang et al. (2018), survivors often experience psychological distress due to the overwhelming fear of earthquakes. Survivors of an earthquake are likely to develop post-traumatic stress disorder (PTSD), anxiety, and depression. Adequate mental health support services, including counseling, psychosocial support, and community-based interventions, should be provided.

How can interagency cooperation and local collaboration be effectively utilized?

Interagency cooperation and local collaboration are crucial in the effective response and recovery efforts following an earthquake disaster. In order to effectively address the numerous difficulties and requirements that occur, diverse organizations, governmental bodies, and community groups can collaborate and take advantage of each other’s skills, assets, and expertise. Cooperation and coordination can be used successfully by ensuring that information is disseminated in real-time with all the relevant parties responding to the crisis. Sharing information on the severity of the damage, the locations affected, the resources available, and any new needs is part of this (Zhou, 2018). Agencies and organizations can make informed decisions and adapt their response strategies by exchanging information. Collaborative decision-making can also improve collaboration during the emergency response. Zhou (2018) asserts that engaging in collaborative decision-making ensures that diverse perspectives are considered, and decisions are made collectively. This involves regular meetings, joint planning sessions, and consultations among stakeholders.

Coordinated resource sharing would be crucial in improving the efficiency of coordination and collaboration between agencies and all levels of government. Coordinated resource sharing involves sharing medical supplies, equipment, transportation assets, and personnel to ensure that resources are distributed where they are most needed (Zhou, 2018). Cooperation also helps avoid duplication of efforts and maximizes the impact of available resources. Engaging local communities is also vital in post-earthquake disaster management. Morganstein & Ursano (2020) posits that involving community leaders, local organizations, and residents helps ensure that response efforts are tailored to the affected population’s specific needs and cultural context.

In conclusion, earthquakes raise several complicated problems that might be difficult to solve, and addressing the challenges calls for a multifaceted strategy that takes into account such factors as efficient victim triage, prevention of public health problems, and coordination between different stakeholders both within the government and in the private sector. Knowing and being ready for these obstacles will help communities respond more effectively to earthquakes and lessen their toll on human life and prosperity.


Achour, N., & Miyajima, M. (2020). Post-earthquake hospital functionality evaluation: The case of Kumamoto Earthquake 2016. Earthquake Spectra36(4), 1670-1694.

Bruns, A. (2020). Crisis communication. In The Media & Communications In Australia (pp. 351–355). Routledge.

Khanmohammadi, S., Farahmand, H., & Kashani, H. (2018). A system dynamics approach to the seismic resilience enhancement of hospitals. International journal of disaster risk reduction, 31, 220-233.

Morganstein, J. C., & Ursano, R. J. (2020). Ecological disasters and mental health: causes, consequences, and interventions. Frontiers in psychiatry, 11, 1.

Pal, M., Ayele, Y., Hadush, M., Panigrahi, S., & Jadhav, V. J. (2018). Public health hazards due to unsafe drinking water. Air Water Borne Dis, 7(1000138), 2.

Reina Ortiz, M., Le, N. K., Sharma, V., Hoare, I., Quizhpe, E., Teran, E., … & Izurieta, R. (2017). Post-earthquake Zika virus surge: Disaster and public health threat amid climatic conduciveness. Scientific reports, 7(1), 1-10.

Tang, W., Lu, Y., & Xu, J. (2018). Post-traumatic stress disorder, anxiety and depression symptoms among adolescent earthquake victims: comorbidity and associated sleep-disturbing factors. Social Psychiatry and Psychiatric Epidemiology, 53, 1241-1251.

Zhou, L., Wu, X., Xu, Z., & Fujita, H. (2018). Emergency decision making for natural disasters: An overview. International journal of disaster risk reduction, 27, 567-576.

Leadership In Organization

Leadership challenges

Intelligence organizations might be affected by numerous leadership challenges not related to technology. The first challenge is providing inspiration. Teams in organizations usually look to leaders to provide motivation and inspiration to complete their tasks. This can be tough for the leader if they are not feeling motivated. The second challenge is leading change. In any organization, change tends to be uncertain or scary. The change also comes with deviant behavior and resistance (Agboola & Salawu, 2011). This might make leading the teams through the change a major challenge for modern leaders in intelligence organizations. The third challenge is upholding diversity in the intelligence organization. Diversity has numerous benefits for an organization. Without the ability to promote diversity in the organization, benefits such as diverse talent and skills will be missed. The fourth challenge is managing teams. Becoming a leader means you are either new to a team or have been promoted from within that team. These two situations can be tricky for the leader in an intelligence organization. Building trust with the new colleagues will be essential.

The fifth challenge has to do with decision-making. As a leader in an intelligence organization, there will be situations requiring making hard decisions. For example, the leader might be making an unpopular choice or taking an action that will potentially upset someone. The sixth challenge is delegating. In the leader’s eagerness to succeed in the leadership role, it is possible to end up micromanaging everything in the intelligence organization. This makes it essential to know how to delegate. Delegating demonstrates trust in the team. Another key challenge is keeping the team motivated and inspired. The idea is that a motivated and inspired team will be more productive. If a leader in an intelligence organization cannot keep the teams motivated and inspired, overall productivity will be adversely affected.

Leadership Approaches

Various leadership approaches can be applied to focus on the human aspects of leading change. The first leadership approach is implementing collaborative decision-making in the organization. The main idea here is that major initiatives for change require collaborative decision-making. Therefore, different stakeholders should be included in the decision-making. This approach will help ensure that stakeholders such as employees can contribute to change strategies. The second leadership approach is promoting diversity. With diversity, people with different skills and talents will be brought on board. This will, in turn, improve the entire change process. The third leadership approach is leading by example. A successful leader will show subordinates how to behave and accomplish tasks. A good leader will model excellent behavior and motivate and encourage people. This approach will help employees see that the leader is dedicated and confident, and they will want to adjust their behavior accordingly.

The fourth leadership approach is listening. Leaders communicate information to subordinates all the time. While communicating information to subordinates is crucial for effective leadership, the leader should also consider listening to what other people have to say. By listening, new and valuable information might be discovered. This information may prove handy for change in the organization. The fifth leadership approach is collaboration. Collaboration is an essential issue today (Kristensen & Kijl, 2012). This means working with other people to share strategies, information, and success. Great leaders will understand the importance of collaboration. The idea behind collaboration is to achieve sharing of ideas for optimal success in the organization.


Agboola, A. A., & Salawu, R. O. (2011). Managing deviant behavior and resistance to change. International Journal of business and management6(1), 235.

Kristensen, K., & Kijl, B. (2012). Collaborative performance: Addressing the ROI of collaboration. In Advancing Collaborative Knowledge Environments: New Trends in E-Collaboration (pp. 40-52). IGI Global.

Leadership Plan Revision

Continuing education and development are critical requirements of the dynamic leadership journey. In this essay, I will address the necessary changes that my leadership plan would need, grounded on my reflections and skills, and why my comprehension of leadership has changed ever since. The lessons I’ve learned will be highlighted in this analysis, which will shed light on developing my leadership strategy.

Front-line and assignment styles were the ones I used in my particular authority structure, and I used them to create a distinctive corporate culture that is overly inclusive. According to Davis (2020), the delegative method is a style of management in which a leader assumes overall accountability for the outcomes of decisions while delegating specific decision-making authority to one or more employees. I emphasized the value of setting an example and establishing connections as fundamental management elements. To foster an atmosphere of cooperation, I strongly emphasized dynamic tuning in and compelling communication. I emphasized creating a friendly work environment that emphasizes collaboration and encourages individual accountability. MY UNDERSTANDING OF ADMINISTRATION HAS COMPLETELY TRANSFORMED since I began my journey into leadership. Through my common sense support and consistent education, I’ve learnt that administration isn’t a concept that needs consistency but a skill that should be multi-layered and easy to change. I’ve understood how crucial it is to be flexible and adapt my management style to various people and situations. Although I still believe that front-line and assignment authority are essential, I now understand that the secret lies in a context-specific and more nuanced approach.

One significant insight is the value of worker authority. I value making a difference for people, prioritizing their needs first, and helping others grow and create. I’ve strengthened ties, inspired faith, and helped employees within the organization appreciate this perspective shift. As I’ve grown, I’ve discovered that effective leadership calls for consistent introspection on the part of the individual, attention, and a desire to learn from and improve upon interactions and criticism. With the development of my understanding of administration, I’ve come to comprehend the transformative control of worker authority. As a result, I would completely alter my original approach to leadership and incorporate aspects of worker administration into my authoritative style.

The centre of worker authority is the thought that pioneers ought to prioritize the requirements of their group individuals and boost their bolster and strengthening (Hai & Van, 2021). As a servant pioneer, I effectively explore opportunities to get my group members’ objectives, challenges, and qualities to make them feel more at ease at work. I can cultivate a steady and supporting climate that cultivates the development and empowers them to realize their full potential. I would receive a coaching mentality and expect the part of a tutor and director instead of a definitive figure who gives orders in arrange to execute this strategy. To illustrate that I cared about the proficiency and individual advancement of the individuals in my team, I would put in the time and exertion to set up enduring connections with them. I can make an environment where individuals are relaxed to precise their suppositions, take dangers, and progress the team’s victory by setting up beliefs.

In expansion, I put a solid accentuation on making a company culture that advances mental security and open communication. Typically due to my capacity to tune in carefully, offer openings for criticism, and effectively and excitedly request representative input. I can finish this by guaranteeing that each person’s conclusion is esteemed and listened to by emphasizing collaboration and collective insights for the organization’s advantage (Janssens et al., 2022). In expansion, I would put a more prominent accentuation on the organization’s diversity, equity, and incorporation progression. This would involve searching for mixed abilities, giving rise to openings for headway, and making a healthy environment that values unmistakable contrasts. The organization stands to pick up from a more extensive extent of inventive thoughts, focuses of see, and points of view in case it grasps differences.

Compared to my past authority arrangement, I have accomplished noteworthy authority progression and extension. My introductory technique was more inflexible and foreordained and was based on accomplishing particular objectives and goals. In any case, versatility, flexibility, and continuous advancement are essential to successful administration due to my administration involvement and progressing instruction.

A critical move in my viewpoint on authority has happened since I got to be mindful of the significance of hireling authority. I know genuine authority serves and supports others instead of securing control or specialist over them. Since this mental move, my point of view on my part as a pioneer has changed. I effectively request group members’ bolsters, comprehend their prerequisites and goals, and give them the assets they require for victory. In expansion, I recognize the importance of open and legitimate communication. In my starting arrangement, communication was essentially seen as transmitting enlightening information. But presently, I know that excellent communication requires mindful tuning in, inspiring a reaction, and cultivating a loose climate where individuals can express their thoughts. My group members’ intuition has made strides, as have their certainty and participation, as a result of my empowering open communication. Looking back on my leadership excursion, my comprehension of leadership has developed ominously. I have polished my leadership plan through continuous learning, experience, and self-reflection to streamline the leadership’s dynamic nature. Additionally, I have also embraced servant leadership, which has, in turn, helped me to achieve diversity and inclusion and also foster open communication. This has heightened my leadership effectiveness and positively impacted my company and team.


Davis, E. (2020). What Works Where?

Hai, T. N., & Van, Q. N. (2021). Servant leadership styles: A theoretical approach. Emerging Science Journal5(2), 245-256.

Janssens, M., Meslec, N., &Leenders, R. T. A. (2022). Collective intelligence in teams: Contextualizing collective intelligent behaviour over time. Frontiers in Psychology13, 989572-989572.