The Language of Disaster Risk Crisis Management

Risk = probability, likelihood, chance

DR=(HxVxE)/C
Likelihood: talking about the HAZARD
What are the drivers of risk? How can you drive the DR down?

In the past, we don't look at disasters systemically. Why these things happen. There are cascading and
compound risks. Now we try to reduce risk and build resilience (dynamic).

Resilience is a process of always improving your ability to be resilient.

Aspects of DRCM
1. preparedness and response
2. Resilient recovery
3. Prevention and mitigation
4. Risk assessment
5. Risk financing

Disaster risk reduction: preventing new risk, reducing existing risk, and managing residual risk >>>
sustainable development

Aka disaster risk management (policy objective is drr) >>> it is using the principles to prevent new
disaster risk >>> prospective, corrective, compensatory

You manage residual risk through compensatory DRM

Everything we do must be towards rwducing vulnerability

MALDEVELOPMENT?

What drives disaster risk?

Overpopulation: exposure
Poverty: vulnerability

What can lessen risk drivers? Increasing capacity, build up capacity of the vulnerable population

DISASTER PREPAREDNESS (Bgen Javier)

Capacity of the people to comply with the plans

Plans:
1. Flexible
2. Courses of action: What ifs?
3. Should be bottom-up (starts from the bottom): on-the-ground perspective >> can we do it?
4. Have to be grounded with what you have: not technical
5. Plans should be simple

Safety vs security guards

SELF DETERMINED MOTIVATION

Behavioral change and social marketing in emdrcm

TOPICS
Motivation 
Perception and decision making
Managing change
Fundamentals of social marketing
Social marketing and behavioral change
Behavior change
Understanding your persona
Project presentation

NOTES:
Motivation from 2 perspectives: what it is, impact on our lives; then how we motivate people (who work
for us)

Self-determination theory:
-Being able to discuss motivation in more modern terms
-The ability or process of making own's own choices and controlling one's own lives

-People like to feel control of their own lives: people want to feel more independent, which can bring
about more stress because of having to be in control of their own lives >> being able to look at own life,
being able to leave if things is not working out

-Links personality, human motivation, and optimal functioning>> how do we optimally function and feel
that we are in control of our own lives; "why am i working, and what is my motivation?"

2 types of motivators:
1. Extrinsic: things offered by people outside of ourselves
2. Intrinsic: internal frame of reference telling us what is the right thing, we do things because we feel it
is the right thing to do >> values and morals are usually the reference
3 levels of motivation: (not heirarchical)
-Autonomous: comes from internal sources, not looking at other people
-Controlled: people act to gain either external rewards or avoid punishment
-Introjected: people act to avoid shame, seek approval, protect the ego >> so that other people notice
these things too. Mixed reasons.

Ego, superego, ID: It's the ego that looks for the approval, so we usually seek to protect our ego (our
selves) because for most of us, we don't usually like to talk about metamotivation. We think about
things how it will impact us is in the immediate, in terms of our ego.
If you are doing something purely for external rewards, or avoid punishment, then that is primarily
controlled.

If you do it to avoid shame or have approval, then it is introjected.

Children have their world in black and white and in simpler terms. As we get older, things become more
complex. 

Millennials are usually more concerned about the most extrinsic, but they have no patience. But they
would like to think that they are autonomous.

Seeking approval is difficult and hard to admit.

Stockholm Syndrome: you develop an affinity for your abductor (is it because you changed your intrinsic
motivators to mirror your abductor?)

If you do things with passion, things will follow.

3 basic needs:
Competence: the need to effectively function in the environment we find ourselves in
-feel effective in our actions, people look for challenges that are optimal, we try to look for activities that
we stretch our knowledge; as our skills develop further, we broaden our capabilities; ability to deal, to
do better

Autonomy: the need to feel we are responsible for our own behiour, all our consequences are because
of us
-acknowledge accountability from what we said and did
-even if there are external sources, we still feel that fundamentally, we are responsible for our own
actions
-not passing the blame

Relatedness: the need to feel connected with outher people, we have love and care for other people
-sense of belongingness with people and community
-trying to build relationships

Maslow's Heirarchy of Needs: with change in income, the whole triangle shifts diagonally

3 causallity orientations:
Autonomous: all 3 needs are satisfied
Controlled: autonomy not satisfied
Impersonal: none of the 3 needs are satisfied

CET: situation will make a difference

OIT: depends on how much autonomy is allowed

Success is more likely if goals are intrinsic, and our values/morals are satisfied

As managers, how do we provide autonomous support?

-provide meanigful rationale in what we are asking them to do
-acknowledge other perspectives: not necessarily to agree
-Increase self efficacy: make tasks small enough so that they can be sequenced, makes assignments
more manageable and increases success rate
-Provide unconditional support: so that people know how they are doing as the task progresses (open
door policy)
-Support choice: minimize pressure and control, make suggestions
-Meet often, even informally: to provide unconditional support and give feedback, put fingers in pulse,
how they are progressing

If you pursue goals because of intrinsic motivations reasons, you have a greater chance of success

Employee engagement:
-how do you engage? Competitive organization need people who:
1. Are willing and able to perform at higher levels (excellent levels) 
2. Give more at work
3. Give maximum contribution to organization 
KPI is targeted to reach a rating of at least 3
... BUT THIS CAN'T BE MANDATED

Provide as much training possible

The X Model: how to build a more engaged workforce to help drive performance

Family Day, Teambuilding, etc: Create a sense of community >>> sense of belongingness >>
improvement in retention rate (harder for others to entice them to move away)

Extrinsic: Only until the incentive is gained or the punishment is avoided: you may lose the momentum,
always looking for what's next

Intrinsic: incentive becomes self perpetuating

>Problem is it's neither one or the other<

How do we make this happen?

How to enrich jobs?
-increase accountability/reduce controls (increase accountability)
-responsibility for complete work
-Make information directly available to employees
-enable people to do new, more difficult jobs (continuous training and development in order to improve
capability for more difficult jobs) >> allow them to apply what they learned
-Assign tasks to develop expertise >> to flex and expand knowledge base (OJT)

For demotivated employees, persistence is needed in order to turn them around.

There are also employees who are resistant to change.