In his 1961 study, "Disasters and Mental Health: Therapeutic Principles Drawn from Disaster Studies," sociologist Charles Fritz asks an interesting question: "Why do large-scale disasters produce such mentally healthy conditions?" One of the answers is that a disaster shakes us loose of ordinary time. "In everyday life many human problems stem from people's preoccupation with the past and the future, rather than the present," Fritz wrote. "Disasters provide a temporary liberation from the worries, inhibitions, and anxieties associated with the past and the future because they force people to concentrate their full attention on immediate moment-to-moment, day-to-day needs." This shift in awareness, he added, "speeds the process of decision-making" and "facilitates the acceptance of change."
The state of mind Fritz describes resembles those sought in various spiritual traditions. It recalls Buddhism's emphasis on being in the moment, nonattachment, and compassion for all beings, and the Christian monastic tradition's emphasis on awareness of mortality and ephemerality. From this perspective, disaster can be understood as a crash course in consciousness.
We should not be surprised, then, that what transpires in the immediate aftermath of a disaster is nothing like the popular version. People rarely panic or stampede, nor do they often immediately engage in looting or other acts of opportunism. The Scottish-born mathematician Eric Temple Bell, who witnessed the 1906 San Francisco earthquake and fire, saw "no running around the streets, or shrieking, or anything of that sort" but instead people who "walked calmly from place to place, and watched the fire with almost indifference, and then with jokes, that were not forced either, but wholly spontaneous." Another survivor, San Francisco editor Charles B. Sedgwick, noted - perhaps somewhat hyperbolically - that "even the selfish, the sordid and the greedy became transformed that day - and, indeed, throughout that trying period - and true humanity reigned." This phenomenon of "surprising" human kindness and good sense is replicated time and again.
Many official disaster-preparedness scenarios nonetheless presume that human beings are prone to panic and in need of policing. A sort of Hobbesian true human nature emerges, according to this version, and people trample one another to flee, or loot and pillage, or they haplessly await rescue. In the movie version, this is the necessary precondition for John Wayne, Harrison Ford, or one of their shovel-jawed brethren to save the day and focus the narrative. In the government version, this is why we need the government. In 1906, for example, no one quite declared martial law, but soldiers, policemen, and some armed college students patrolled the streets of San Francisco looking for looters, with orders to shoot on sight. Even taking food from buildings about to burn down was treated as a crime: property and order were prized above survival or even reason. But "the authorities" are too few and too centralized to respond to the dispersed and numerous emergencies of a disaster. Instead, the people classified as victims generally do what can be done to save themselves and one another. In doing so, they discover not only the potential power of civil society but also the fragility of existing structures of authority...
On August 5, 2004, the White House created the Office of the Coordinator for Reconstruction and Stabilization, headed by former US Ambassador to Ukraine Carlos Pascual. Its mandate is to draw up elaborate "post-conflict" plans for up to twenty-five countries that are not, as of yet, in conflict. According to Pascual, it will also be able to coordinate three full-scale reconstruction operations in different countries "at the same time," each lasting "five to seven years."
Fittingly, a government devoted to perpetual pre-emptive deconstruction now has a standing office of perpetual pre-emptive reconstruction.
Gone are the days of waiting for wars to break out and then drawing up ad hoc plans to pick up the pieces. In close cooperation with the National Intelligence Council, Pascual's office keeps "high risk" countries on a "watch list" and assembles rapid-response teams ready to engage in prewar planning and to "mobilize and deploy quickly" after a conflict has gone down. The teams are made up of private companies, nongovernmental organizations and members of think tanks - some, Pascual told an audience at the Center for Strategic and International Studies in October, will have "pre-completed" contracts to rebuild countries that are not yet broken. Doing this paperwork in advance could "cut off three to six months in your response time."...
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