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The Truth is out There: 911? 511? 411? 311? ….?

机译:真相在那里:911? 511? 411? 311? …。?

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When I first started addressing and managing, then researching and gathering information onEmergency Management, it quickly became clear that there were dramatically different levels ortypes of emergencies. Although managing those situations – labeled broadly as emergency -might well bring in to play standardized approaches, resources and skills sets, the situationsthemselves clearly fell into a number of different categories. These categories ranged from fullscale emergencies to serious situations down to more moderate or milder incidents. There wereso many sub-categories within these categories, I found they needed to be further classifiedbythe characteristics of the situation: who was affected; how they were affected; who wasinvolved; how situations were handled; the timeline for handling, including “during” and “followup;” and any special situational concerns and/or skills sets needed by those involved. Iultimately realized as I tried to categorize within those areas, however, there was no single setof definitions or scale of emergency situations in general, so these elements could be applied inso many different ways that a manager preparing for a disaster vs. an emergency vs. animportant or critical situation was “all over the map.
机译:当我第一次开始处理和管理问题,然后研究和收集有关紧急事件管理的信息时,很快就清楚地知道,紧急事件的级别或类型截然不同。尽管管理这些情况(被广泛地标记为紧急情况)可以很好地发挥标准化方法,资源和技能的作用,但这些情况显然可以分为许多不同的类别。这些类别的范围从全面的紧急情况到严重的情况,再到中度或更轻度的事件。这些类别中有太多子类别,我发现需要根据情况特征进一步分类:谁受到了影响;他们如何受到影响;谁参与其中;如何处理情况;处理的时间表,包括“期间”和“跟进”;以及相关人员需要的任何特殊情况关注和/或技能集。当我试图在这些区域中进行分类时,我最终意识到,但是,总体上并没有一套紧急情况的定义或范围,因此可以以多种不同方式应用这些要素,以使经理为灾难,紧急情况与紧急情况做准备。整个地图上都有一个重要或紧急的情况。

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