Leadership In Hurricane Katrina

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FEMA Leadership and Hurricane Katrina Hurricane Katrina has been characterized as one of the most damaging storms to assault the United States. Approximately 1800 people were killed, hundreds of thousands of people were forced into homelessness, and the cost inflicted approximately $100 billion in damages (“Hurricane Katrina,” 2016). The catastrophic results led to vast criticism of various leadership efforts throughout the disaster response. One agency, the Federal Emergency Management Agency (FEMA), was extensively condemned as many of the leadership decisions resulted in massive blunders, costing further harm and loss of life. The purpose of this paper is to examine the role of FEMA during Hurricane Katrina in respect to leadership decisions…show more content…
The author states the descriptive approach emphasizes strategy substance, focusing more on the decision made than on the method used for making the decision as well as aiming to learn from the whole experience. In contrast to a prescriptive approach, the descriptive model takes into account a fluid environment and favors spontaneity (Sarfin, n.d.). Inadequacies in FEMA’s plans to address concerns spontaneously led to further loss and injury during Hurricane Katrina. Walker (2006) points out disaster management agencies must be able to comprehend the need for flexibility in the face of a calamitous disaster, allowing for the agency to achieve rapid response and recovery goals. In addition, the layers of bureaucracy impeded a successful response. Sobel and Leeson (2006) write too much government supervision, excessive numbers of individuals involved in decision making, and intersecting layers of obstructive powers contributed to problems encountered during Hurricane Katrina efforts. In fact, those agencies, like the United States Coast Guard, who chose to take action without garnering permission, were highly successful in meeting victim’s needs (Sobel & Leeson,…show more content…
This type of decision making model embodies personal interests and goals. However, bounded rational thinking has several deficiencies. For instance, decisions intend to achieve satisfaction rather than making the most of the decision outcome (Fleming, 1966). The author also points out bounded rational attempts to develop alternatives cease when an acceptable solution is found, causing subsequent actions to be based on incomplete information and personal preferences. Therefore, the decision maker restricts the number of identified potential solutions (Fleming,

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