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Leadership exercise in the Boston Marathon Bombing

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Leadership exercise in the Boston Marathon Bombing

On April 15, 2013, the globe saw a life-altering event that altered people's perspectives

on emergency response plans, which are crucial in a disaster. The Boston Marathon is held once

a year and allows runners to run for a good cause. April 15, 2013, blast would have altered the

result of such an occurrence (Fielding et al., 2014). Several components, such as leadership,

communication, and understanding the business culture, must be included when developing an

effective emergency response strategy. Other aspects that contribute to an effective reaction,

such as politics and power and staff training, need assistance. The day of the Boston Marathon

Bombing will be remembered forever within the history.

Leadership

Leadership was one of the most pressing concerns in the aftermath of the Boston

Marathon bombing. Several law enforcement agencies and other organizations exchange

information dedicated to combating terrorism (Baldino, 2017). According to the report, Bonnie

Michelman was the function's security, police, and outside service administrator. As part of her

job as a commander, she had to prepare for a different conclusion. Michelman has served on

various district disaster preparation boards in order to carry out this role (Baldino, 2017). In the

case of a calamity, this group of people would be called upon. They were in charge of a few

different organizations. They rehearse disaster relief and emergencies to get acquainted with and

comprehend the orders that must be followed in the event of a catastrophe. All planning is

rendered ineffective if the information is not shared, at the very least, among the management of

each organization. As a result, when it comes to terrorism, law enforcement's top priority should

always be prevention. In this scenario, the protocol is critical, and background checks and face

recognition should be used to identify any potential threats.

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Decision Making

The Boston Marathon explosions in 2013 were a tragedy that no one will ever forget.

Hundreds of people died as a consequence of this calamity, while hundreds of others' lives were

permanently altered. As a first responder, you must make split-second judgments that may save

or kill lives. When the calamity happened, first responders were forced to make split-second

judgments (Fielding et al., 2014). Some individuals were informed what to do, while others were

not. Finally, the first alternatives are entering and assisting victims, establishing a perimeter,

getting access to the crime scene, gathering evidence, and examining it. Police chiefs, fire chiefs,

FBI directors, and others made decisions. Emotions often influence judgments, affecting

judgment and leading to rule violations. As a decision-maker, you must ensure that your choice

is customized to the final aim. The objective and purpose of the mission should be to save and

protect lives. To meet these goals, first responders must receive ongoing training in all situations

where they may be called upon to make life-saving judgments.

Organizational Culture

When it comes to implementing the emergency response plan for the Boston Marathon

bombings, business culture was a vital factor to consider. Organizational culture may be defined

as collecting comparable ideas, attitudes, and interests that influence how workers behave and

interact inside a company (Baldino, 2017). Before the bombing, members of the fire and police

departments, as well as other medical personnel and other important officials, met to plan

emergency response plans as a preventative measure against certain criminal acts, as well as to

ensure that medical personnel was present in the event that any participants or onlookers were

injured (Fielding et al., 2014). Because there were so many various groups at this event, they all

needed to have comparable cultures inside their organizations in order to participate. To make
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the emergency response plan a success, all agencies were required. Having similar values and

beliefs and a shared aim in mind would promote interoperability among the different agencies

involved during this awful occurrence.

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References

Fielding, R., Bashista, R., Ahern, S. A., Duggan, C., Giacobbe, C., Lawn, M., ... & Hart, F.

(2014). After action report for the response to the 2013 Boston Marathon Bombings.

Baldino, G. (2017). Investigating the Boston Marathon Bombings. The Rosen Publishing Group,

Inc.