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Making the Hard Call - To Prevail & Transform  Your Role in Emergency Response and Planning   Leadership Through Credibili...
Disclaimer <ul><li>  Neither the United States Government nor any of their employees, makes any warranty, expressed or imp...
Making the Hard Call - To Prevail & Transform  <ul><li>Leadership! </li></ul><ul><li>Credibility – Gain it and hold on to ...
Is there a difference? Leadership v.s. Management
Leadership vs Management <ul><li>Kotter J.P. 1990 HBR Article, “What Leaders Really Do” </li></ul><ul><ul><li>Management -...
What is it? Emergency
“ Say … what’s a mountain goat doing way up here in a cloud bank?”
Definition of Emergency <ul><li>New Zealand Civil Defence Emergency Management Act 2002 (as of 1 Oct 08) </li></ul><ul><li...
Definition of Emergency <ul><li>U.S. Homeland Security/Defense </li></ul><ul><li>Any incident, whether natural or manmade,...
 
My Disaster and Emergency Response Experiences <ul><li>1992 – Floods Mid West U.S. </li></ul><ul><li>1994 – Haitian and Cu...
Disasters and Emergencies <ul><li>Natural Disasters (Eqrthquakdes, Fire, Tsunami, Hurricanes, etc.. </li></ul><ul><li>Indu...
YOUR ROLE….. “ Knowing is not enough, we must apply.  Willing is not enough; we must do.”  - Johann Wolfgang von Goethe
The Answer from an OH Perspective <ul><li>Anticipate, Recognize, Evaluate, Communicate and Control environmental stressors...
The Answer from any perspective <ul><li>Leadership is Everything </li></ul><ul><li>Credibility – Gain it and hold on to it...
U.S. National Response Framework
U.S. National Response Framework
U.S. National Response Framework <ul><li>Purpose  </li></ul><ul><ul><li>Guides how the nation conducts all-hazards inciden...
Focused on Response  <ul><li>Achieving a Goal Within a Broader Strategy  </li></ul><ul><li>Response  </li></ul><ul><ul><li...
Response Doctrine: Five Key Principles <ul><li>Engaged partnership </li></ul><ul><li>Tiered response </li></ul><ul><li>Sca...
Acting swiftly and effectively requires clear, focused communication and the processes to support it.   National Response ...
11 September 2001 Attack at the Pentagon
 
 
 
 
 
Credibility <ul><li>Gain it and hold on to it </li></ul>&quot;It takes 20 years to build a reputation and five minutes to ...
Credibility <ul><li>First Impressions are Lasting! </li></ul><ul><li>US Army Center for Health Promotion and Preventive Me...
 
Communicate <ul><li>Brief, Clear, Intelligent </li></ul>“ The most important thing in communication is hearing what isn’t ...
Communication PENTAGON FLOOR LEVEL C B 1 2 3 4 5 CRASH SITE Radiological Direct Reading Air Samples (CO, CO²,  Nox, etc) V...
Hurricane Katrina New Orleans, Louisiana - 2005
 
 
 
Conclusion
 
 
http://www.gao.gov/new.items/d07809r.pdf
Collaborate <ul><li>Always Build </li></ul>&quot;Coming together is a beginning; keeping together is progress; working tog...
Collaboration <ul><li>Joint Task Force, Army, Air Force, Navy, Marines </li></ul><ul><li>Other Organizations </li></ul><ul...
OH Support To Katrina <ul><li>Identifying Potential OEH Hazards to: </li></ul><ul><ul><li>Support to the Team Members </li...
OH Support to Remains Recovery Operations <ul><li>54 th  QM Mortuary Affairs Mission </li></ul><ul><ul><li>Recover  all  p...
 
OH Support to Remains Recovery Operations <ul><li>USACHPPM Technical Guide 195 - Guidelines for Protecting Mortuary Affair...
 
 
 
OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat ...
OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat ...
OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat ...
 
OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat ...
In Summary - The Answer <ul><li>Anticipate, Recognize, Evaluate, Communicate and Control environmental stressors in, or ar...
In Summary - Take Aways <ul><li>Leadership is Everything </li></ul><ul><li>Credibility – Gain it and hold on to it </li></...
CONCLUSION <ul><li>Credibility </li></ul><ul><ul><li>Be the Expert  </li></ul></ul><ul><ul><li>You are an INVALUABLE resou...
LEADERSHIP IS EVERYTHING! LEAD  yourself first You  INFLUENCE  more people than you think… It is about  PEOPLE  and your  ...
Making the Hard Call - To Prevail & Transform  Your Role in Emergency Response and Planning   Leadership Through Credibili...
 
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Making the Hard Call - To Prevail & Transform Your Role in Emergency Response and Planning

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LTC Dennis Palalay
U.S. Army Medical Department
Environmental Science and Engineering Officer
18th Medical Command, Deployment Support
Fort Shafter, Hawaii
dennis.palalay@us.army.mil

(Invited, Friday 28, Ilott Room, 3.50)

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  • “ Say … what’s a mountain goat doing way up here in a cloud bank?” Gary Larson Cartoon
  • or permission to become involved.
  • Transcript of "Making the Hard Call - To Prevail & Transform Your Role in Emergency Response and Planning "

    1. 1. Making the Hard Call - To Prevail & Transform Your Role in Emergency Response and Planning Leadership Through Credibility-Communication-Collaboration Lieutenant Colonel Dennis Palalay Environmental Science and Engineering Officer 18 th Medical Command United States Army Pacific Command 28 October 2011
    2. 2. Disclaimer <ul><li> Neither the United States Government nor any of their employees, makes any warranty, expressed or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information, product, or process disclosed, or represents that its use would not infringe privately owned rights. </li></ul><ul><li> Reference herein to any specific commercial products, process, or service by trade name, trademark manufacturer, or otherwise, does not necessarily constitute or imply its endorsement, recommendation, or favoring by the United States Government. The opinions of the authors expressed herein do not necessarily state or reflect those of the United States Government, and shall not be used for advertising or product endorsement purposes. </li></ul><ul><li>The mention of anyone or any service on this Web page is for information only and is not an endorsement by the Department of Defense. The appearance of external non–DoD hyperlinks does not constitute endorsement by the Department of Defense of these Web sites or the information, products or services contained therein. The Department of Defense does not exercise any editorial control over the information you may find at these locations. </li></ul>
    3. 3. Making the Hard Call - To Prevail & Transform <ul><li>Leadership! </li></ul><ul><li>Credibility – Gain it and hold on to it </li></ul><ul><li>Communication – Brief, Clear, Intelligent </li></ul><ul><li>Collaboration – Find Agreement, Build and find Consensus </li></ul>
    4. 4. Is there a difference? Leadership v.s. Management
    5. 5. Leadership vs Management <ul><li>Kotter J.P. 1990 HBR Article, “What Leaders Really Do” </li></ul><ul><ul><li>Management - Complexity </li></ul></ul><ul><ul><li>Leadership – Change </li></ul></ul><ul><li>Zaleznik A. 1977 HBR Article, “Managers and Leaders” </li></ul><ul><ul><li>Managers’ – Necessities, Conflict Resolution, Day to Day </li></ul></ul><ul><ul><li>Leaders – Opportunities, Rewards, Inspiration, Create, Chaos </li></ul></ul><ul><li>Maxwell, J.C. “Personality Styles…” </li></ul><ul><ul><li>Managers – Problem solvers, rationality and control, </li></ul></ul><ul><ul><li>Leaders – Visualize purpose, non-conforming risk takers, </li></ul></ul>
    6. 6. What is it? Emergency
    7. 7. “ Say … what’s a mountain goat doing way up here in a cloud bank?”
    8. 8. Definition of Emergency <ul><li>New Zealand Civil Defence Emergency Management Act 2002 (as of 1 Oct 08) </li></ul><ul><li>is the result of any happening, whether natural or otherwise, including, without limitation, any explosion, earthquake, eruption, tsunami, land movement, flood, storm, tornado, cyclone, serious fire, leakage or spillage of any dangerous gas or substance, technological failure, infestation, plague, epidemic, failure of or disruption to an emergency service or a lifeline utility, or actual or imminent attack or warlike act; and </li></ul><ul><li>causes or may cause loss of life or injury or illness or distress or in any way endangers the safety of the public or property in New Zealand or any part of New Zealand; and </li></ul><ul><li>cannot be dealt with by emergency services, or otherwise requires a significant and co-ordinated response under this Act </li></ul>
    9. 9. Definition of Emergency <ul><li>U.S. Homeland Security/Defense </li></ul><ul><li>Any incident, whether natural or manmade, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act. </li></ul><ul><li>An emergency means any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement State and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States. </li></ul>
    10. 11. My Disaster and Emergency Response Experiences <ul><li>1992 – Floods Mid West U.S. </li></ul><ul><li>1994 – Haitian and Cuban Refugees </li></ul><ul><li>1996 – Ethylene Oxide Leak </li></ul><ul><li>2001 – Terrorist Attack Pentagon </li></ul><ul><li>2001 – Anthrax </li></ul><ul><li>2005 – Hurricane Katrina </li></ul><ul><li>2006 – Alaska </li></ul><ul><li>Heaps of Training Courses and Exercises </li></ul>
    11. 12. Disasters and Emergencies <ul><li>Natural Disasters (Eqrthquakdes, Fire, Tsunami, Hurricanes, etc.. </li></ul><ul><li>Industrial (Chemical, Fires…) </li></ul><ul><li>Transportation (Trains, Planes…. </li></ul><ul><li>Chemical, Biological, Radiological, Nuclear, High Yield Explosives (CBRNE) </li></ul>
    12. 13. YOUR ROLE….. “ Knowing is not enough, we must apply. Willing is not enough; we must do.” - Johann Wolfgang von Goethe
    13. 14. The Answer from an OH Perspective <ul><li>Anticipate, Recognize, Evaluate, Communicate and Control environmental stressors in, or arising from, the work place that may result in injury, illness, impairment, or affect the well being of workers and members of the community. </li></ul><ul><li>These stressors are; Biological, Chemical, Physical, Ergonomic and Psychosocial. </li></ul>http://www.aioh.org.au/about_occupHygiene.asp
    14. 15. The Answer from any perspective <ul><li>Leadership is Everything </li></ul><ul><li>Credibility – Gain it and hold on to it </li></ul><ul><li>Communication – Brief, Clear, Intelligent </li></ul><ul><li>Collaboration – Always Build </li></ul>
    15. 16. U.S. National Response Framework
    16. 17. U.S. National Response Framework
    17. 18. U.S. National Response Framework <ul><li>Purpose </li></ul><ul><ul><li>Guides how the nation conducts all-hazards incident response </li></ul></ul><ul><li>Key Concepts – </li></ul><ul><ul><li>Builds on the National Incident Management System (NIMS) with its flexible, scalable, and adaptable coordinating structures </li></ul></ul><ul><ul><li>Aligns key roles and responsibilities across jurisdictions </li></ul></ul><ul><ul><li>Links all levels of government, private sector, and nongovernmental organizations in a unified approach to emergency management </li></ul></ul><ul><ul><li>Always in effect: can be partially or fully implemented </li></ul></ul><ul><ul><li>Coordinates Federal assistance without need for formal trigger or permission to become involved </li></ul></ul>
    18. 19. Focused on Response <ul><li>Achieving a Goal Within a Broader Strategy </li></ul><ul><li>Response </li></ul><ul><ul><li>Immediate actions to save lives, protect property and the environment, and meet basic human needs </li></ul></ul><ul><ul><li>Execution of emergency plans and actions to support short-term recovery </li></ul></ul><ul><ul><li>National Strategy for Homeland Security – guides, organizes and unifies our National homeland security efforts </li></ul></ul><ul><ul><li>Prevent and disrupt terrorist attacks; . Protect the American people, our critical infrastructure, and key resources; </li></ul></ul><ul><ul><li>Respond to and recover from incidents that do occur; and </li></ul></ul><ul><ul><li>Continue to strengthen the foundation to ensure our long term success. </li></ul></ul>
    19. 20. Response Doctrine: Five Key Principles <ul><li>Engaged partnership </li></ul><ul><li>Tiered response </li></ul><ul><li>Scalable, flexible, and adaptable operational capabilities </li></ul><ul><li>Unity of effort through unified command </li></ul><ul><li>Readiness to act </li></ul>
    20. 21. Acting swiftly and effectively requires clear, focused communication and the processes to support it. National Response Framework January 2008
    21. 22. 11 September 2001 Attack at the Pentagon
    22. 28. Credibility <ul><li>Gain it and hold on to it </li></ul>&quot;It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you'll do things differently.” - Warren Buffett
    23. 29. Credibility <ul><li>First Impressions are Lasting! </li></ul><ul><li>US Army Center for Health Promotion and Preventive Medicine – Reputation </li></ul><ul><li>Confidence vs. Arrogance </li></ul><ul><li>Positive Attitude </li></ul><ul><li>Sense of Urgency </li></ul>
    24. 31. Communicate <ul><li>Brief, Clear, Intelligent </li></ul>“ The most important thing in communication is hearing what isn’t said.“ - Peter F. Drucker
    25. 32. Communication PENTAGON FLOOR LEVEL C B 1 2 3 4 5 CRASH SITE Radiological Direct Reading Air Samples (CO, CO², Nox, etc) Volatile Organic Compounds – Air Samples Asbestos and Metals – Air Samples and Wipes (bulk) Dioxin Wipe Sampling OCC Sampling for Lead and Asbestos on guards and recovery personnel Surface Wipe Samples for: Lead*---------------------------------------- Asbestos*---------------------------------- Post-Cleaning --------------------------- * Pre-Cleaning wipe samples contained Pb dust and Asbestos; Post-Cleaning samples contained no detectable levels of Pb or asbestos Sampling Status Result Assessment Status = UNACCEPTABLE = ACCEPTABLE = NON-APPLICABLE
    26. 33. Hurricane Katrina New Orleans, Louisiana - 2005
    27. 37. Conclusion
    28. 40. http://www.gao.gov/new.items/d07809r.pdf
    29. 41. Collaborate <ul><li>Always Build </li></ul>&quot;Coming together is a beginning; keeping together is progress; working together is success.” - Henry Ford
    30. 42. Collaboration <ul><li>Joint Task Force, Army, Air Force, Navy, Marines </li></ul><ul><li>Other Organizations </li></ul><ul><li>Incident Command (JTF Katrina) </li></ul><ul><li>Find the Needs – Fill the Gap </li></ul>
    31. 43. OH Support To Katrina <ul><li>Identifying Potential OEH Hazards to: </li></ul><ul><ul><li>Support to the Team Members </li></ul></ul><ul><ul><li>Military Recovery Operations </li></ul></ul><ul><ul><li>Troop Locations </li></ul></ul><ul><ul><li>OEH Surveillance – Phase I </li></ul></ul><ul><ul><li>Remains Recovery Operations </li></ul></ul>
    32. 44. OH Support to Remains Recovery Operations <ul><li>54 th QM Mortuary Affairs Mission </li></ul><ul><ul><li>Recover all portions, remains and Personal Effects (PE) </li></ul></ul><ul><ul><li>Sketch of recovery site </li></ul></ul><ul><ul><li>Tag and ID all parts, remains, PE </li></ul></ul><ul><ul><li>Separate parts, loose PE and remains </li></ul></ul><ul><ul><li>Incident statement from witnesses </li></ul></ul><ul><li>Primary mission – Pre-Katrina Deaths </li></ul><ul><li>Secondary Mission – </li></ul><ul><ul><li>Potential Crime Scenes </li></ul></ul><ul><ul><li>911 Calls </li></ul></ul><ul><li>Guiding Document – USACHPPM TG 195 </li></ul>
    33. 46. OH Support to Remains Recovery Operations <ul><li>USACHPPM Technical Guide 195 - Guidelines for Protecting Mortuary Affairs Personnel from Potentially Infectious Materials </li></ul><ul><ul><li>Exposure Determinations </li></ul></ul><ul><ul><li>Exposure Control Plan </li></ul></ul><ul><ul><li>Work Practice Controls </li></ul></ul><ul><ul><li>Bloodborne Pathogens </li></ul></ul><ul><ul><li>Personal Protective Equipment </li></ul></ul><ul><ul><li>Decontamination Procedures </li></ul></ul><ul><ul><li>Chemical Disinfectants </li></ul></ul><ul><ul><li>Disposal of regulated medical waste (RMW) </li></ul></ul>
    34. 50. OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat </li></ul></ul>
    35. 51. OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat </li></ul></ul><ul><ul><li>IAQ Parameters </li></ul></ul><ul><ul><li>Potential for Confined Space Conditions </li></ul></ul><ul><ul><li>Biologicals and other contaminants in flood water </li></ul></ul><ul><ul><li>Other Unknown Hazards </li></ul></ul>
    36. 52. OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat </li></ul></ul><ul><ul><li>IAQ Parameters </li></ul></ul><ul><ul><li>Potential for Confined Space Conditions </li></ul></ul><ul><ul><li>Biologicals and other contaminants in flood water </li></ul></ul><ul><ul><li>Other Unknown Hazards </li></ul></ul><ul><li>Challenges to Hazard Identification </li></ul><ul><ul><li>High Humidity </li></ul></ul><ul><ul><li>Available Equipment </li></ul></ul><ul><li>Other Issues: Mental Health </li></ul>
    37. 54. OH Support to Remains Recovery Operations <ul><li>Other Potential OEH Hazards </li></ul><ul><ul><li>Heat – Biggest Threat </li></ul></ul><ul><ul><li>IAQ Parameters </li></ul></ul><ul><ul><li>Decontamination Chemicals </li></ul></ul><ul><ul><li>Biologicals and other contaminants in flood water </li></ul></ul><ul><ul><li>Other Unknown Hazards </li></ul></ul><ul><li>Challenges to Hazard Identification </li></ul><ul><ul><li>High Humidity </li></ul></ul><ul><ul><li>Available Equipment </li></ul></ul><ul><li>Other Issues: Mental Health </li></ul><ul><li>Communicating the OH Mission - Risk Communication </li></ul>
    38. 55. In Summary - The Answer <ul><li>Anticipate, Recognize, Evaluate, Communicate and Control environmental stressors in, or arising from, the work place that may result in injury, illness, impairment, or affect the well being of workers and members of the community. </li></ul><ul><li>These stressors are; Biological, Chemical, Physical, Ergonomic and Psychosocial. </li></ul>http://www.aioh.org.au/about_occupHygiene.asp
    39. 56. In Summary - Take Aways <ul><li>Leadership is Everything </li></ul><ul><li>Credibility – Gain it and hold on to it </li></ul><ul><li>Communication – Brief, Clear, Intelligent </li></ul><ul><li>Collaboration – Find Agreement, Build and find Consensus </li></ul>
    40. 57. CONCLUSION <ul><li>Credibility </li></ul><ul><ul><li>Be the Expert </li></ul></ul><ul><ul><li>You are an INVALUABLE resource </li></ul></ul><ul><ul><li>Strive for Excellence - Never Stop Learning </li></ul></ul><ul><li>Communicate </li></ul><ul><ul><li>Always ask WHY </li></ul></ul><ul><ul><li>Explain those WHY’s in clear, concise messages </li></ul></ul><ul><li>Collaborate </li></ul><ul><ul><li>Influence at your level </li></ul></ul><ul><ul><li>Know how to Plan and Execute </li></ul></ul><ul><ul><li>Be a PRESENCE </li></ul></ul>
    41. 58. LEADERSHIP IS EVERYTHING! LEAD yourself first You INFLUENCE more people than you think… It is about PEOPLE and your RELATIONSHIP with them Be willing to do what others won’t - make it an OPPORTUNITY SEE IT- OWN IT - DO IT!
    42. 59. Making the Hard Call - To Prevail & Transform Your Role in Emergency Response and Planning Leadership Through Credibility-Communication-Collaboration Lieutenant Colonel Dennis Palalay Environmental Science and Engineering Officer 18 th Medical Command United States Army Pacific Command 28 October 2011

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