One Hundred Years of Certitude? Disaster Response and Recovery since the Halifax Explosion
Adam Rostis Nova Scotia Health Authority, Halifax, Nova Scotia, Canada
In 1917, a collision between two ships in Halifax Harbor resulted in the largest human-made explosion before the bombing of Hiroshima. SS Mont Blanc was loaded with munitions, and when the Imo collided with it, the resulting explo- sion destroyed 22 percent of the city, killed 1,963 people, and injured 9,000.1 In 1920, Samuel Prince published a sociological analysis of the response. His was one of the first explorations of disaster and community recovery and set the tone for the modernist view of disaster response, relief, and recovery.2 The Halifax Explosion was a maritime disaster that devastated a coastal commu- nity, and on the 100th anniversary this essay takes stock of the prevailing and emergent views of disaster response, relief, and recovery. It is variously claimed that the frequency of disasters is increasing, that this is happening naturally, or that there is some inherent process of disaster cre- ation that is rapidly accelerating.3 Alarming suggestions are made that rapid technological revolution, globalization with attendant interconnectedness of events, increasing terrorist and subversive activities, climate change causing new weather patterns, increasing mobility of humans heightening the risk of mass epidemics, and exponential population growth resulting in use of mar- ginal land have all contributed to the growing number of disasters and crises.4 No longer, it is claimed, can organizations and governments hope for stable and predictable patterns of continuity.5 These claims often begin arguments for an increased need for organiza- tions and experts able to understand and manage these events. In other words,
1 J. Scanlon, “Rewriting a Living Legend: Researching the 1917 Halifax Explosion,” International Journal of Disasters and Mass Emergencies 15, no. 1 (1997): 147–198. 2 S. Prince, “Catastrophe and Social Change, Based upon a Sociological Study of the Halifax Disaster” (Unpublished Ph.D. thesis, Columbia University, 1920). 3 G. Bankoff, “Rendering the World Unsafe: ‘Vulnerability’ as Western Discourse,” Disasters 25, no. 1 (2001): 19–35. 4 D. Alexander, “Globalization of Disaster: Trends, Problems and Dilemmas,” Journal of Inter- national Affairs 59, no. 2 (2006): 1–22. 5 A. Farazmand, “Introduction: Crisis and Emergency Management,” in Handbook of Crisis and Emergency Management, ed., A. Farazmand (New York: Marcel Dekker, 2001), 1–10.
© Adam Rostis, ���8 | doi:�0.��63/9789004380�7�_074 This is an open access chapter distributed under the terms of the CC-BY-NC 4.0 License.
6 A. Rostis and J. Helms-Mills, “A Pedagogy of the Repressed? Critical Management Education and the Teaching Case Study,” International Journal of Management Concepts and Philosophy 4, no. 2 (2010): 212–223. 7 Government of the United States, The Federal Response to Hurricane Katrina: Lessons Learned (Washington, DC: The White House, 2006), https://georgewbush-whitehouse.archives.gov/ reports/katrina-lessons-learned/index.html. 8 Id. 9 M. Takeda and M. Helms, “Bureaucracy, Meet Catastrophe: Analysis of Hurricane Katrina Relief Efforts and their Implications for Emergency Response Governance,” International Journal of Public Sector Management 19, no. 4 (2006): 397–411.