Clarifying Status of Latency in Disaster and Crisis Management through Understanding Core Human Effective Components: Implications for Decreasing Distress, Increasing Resiliency and Better Decision Making Process

Abstract

The statement of Latency in management Strategy in the Mindset of disaster or crisis managers (management) can cause misunderstanding intentionally or unintentionally in distinguishing a Disaster from a Crisis. Mitigating the consequences depends on whether the cause of the disorder is understood clearly or not! Many serious accidents such as Fukushima, Bhopal, Chernobyl and Three Mile Island show vast consequences, although different but primarily related to a similar factor, which is “Human Deficiency”. Literature shows, although leadership and top management and processes and mechanisms and good strategies are existent, yet problems remain. The fact is that there are fewer studies formulated in this field, from the crisis management strategies point of view, this is the deficiency. The article aims to shed light on the Importance and how to better understand Latency in management Strategy at Management levels, and to better say by the Core Native Human Effective Components (CNHECs) for better knowing and understanding the reality to better act based on the real management strategy in the Mindset (Based on the mind bandwidth). In addition, to understand whether ignoring ignorance is a good management strategy in time of crisis and will it buy time and be effective in not accurate managers or the other way around. Core Native Human Effective Components (CNHECs) are extracted from the Native Human Effective Components (NHECs) that are refined among different Human Effective Components (HECs) based on the literature reviewed in an article recently published by the authors of this article which can help to better understand the latency in management. These components may be generated and be shaped in the crisis managers’ minds’ bandwidth which can be used as a precautionary action to be avoided not to cause more situations that are complex through increase of resiliency and decrease of distress. As a conclusion, we understand that reality may be completely different from what could be assumed, understood and seen. It should be considered that actions are always based on the disaster and crisis Managers’ understanding. For better understanding, the reality we propose a method, Model or a taxonomy that to some extent clarifies and focuses on the statement of latency in management strategy process. This Structure, model or taxonomy shows how and through which windows (Soft, Semi Soft and Hard Spheres) we can get into it and to say how to better understand the function of latency in management strategy by special consideration of CNHECs which can help us to distinguish a crisis from a disaster. It is important to know that by a good Recognition and revealing and also by Better Understanding Core Native Human Effective Components (CNHECs), the disaster and crisis managers can Increase Resiliency and Decrease Distress especially in time of occurrences of different kinds of sudden emergencies generated from different kinds of hazards.