Last updated 10th July 2024: Online ordering is currently unavailable due to technical issues. We apologise for any delays responding to customers while we resolve this. For further updates please visit our website https://www.cambridge.org/news-and-insights/technical-incident
We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.
This journal utilises an Online Peer Review Service (OPRS) for submissions. By clicking "Continue" you will be taken to our partner site
https://mc.manuscriptcentral.com/pdm.
Please be aware that your Cambridge account is not valid for this OPRS and registration is required. We strongly advise you to read all "Author instructions" in the "Journal information" area prior to submitting.
To save this undefined to your undefined account, please select one or more formats and confirm that you agree to abide by our usage policies. If this is the first time you used this feature, you will be asked to authorise Cambridge Core to connect with your undefined account.
Find out more about saving content to .
To save this article to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below.
Find out more about saving to your Kindle.
Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.
A disaster is the most acute example of an unusual situation and the disaster manager must operate in an environment in which pressures and events forge unusual combinations of people. The working environment is influenced by: 1) pressure; 2) inexperience of the workers; 3) perceptions; 4) working conditions; and 5) reactions of the worker to the disaster. Disaster workers are motivated by: 1) humanitarian concern; 2) happenstance; 3) excitement; 4) grief; 5) guilt; or/and 6) opportunism. Group dynamics include the formation and function of the “disaster community” and inter-organizational relationships. The disaster community evolves around the spontaneous appearance of natural leaders, but eventually, these leaders and the disaster community are replaced by more formal organizations that are part of the relief operations and that rarely include the disaster community. In the longer term, as reconstruction begins, the organizational structure becomes more professional. Each of these phases provokes different group dynamics that must be considered by the disaster managers. Such implications are outlined in the discussion.