Review of the week

This week you have …

  • Discovered how an organisation’s capabilities and capacity can be expanded through training

  • Examined the main capabilities exhibited in the emergency and disaster management sector

  • Explored the training process

We have seen that in the emergency and disaster management context, effective response demands a complex and interrelated set of capabilities to be developed. Such developments are commonly driven by identified and emerging risks or evaluation of past events and lessons identified. As new systems, processes and technologies are defined it is important that the organisation and its employees have the skills, knowledge and resources to implement them effectively.

Training is key in developing the capacity of the individual and the organisation as a whole to implement emergency and disaster management capabilities effectively. We also considered the terms ‘training’, ‘education’ and ‘development’, and saw that there seems to be no clear distinction between them and that a good practice view of ‘training’ should incorporate formal training events, ‘softer’ more bespoke development opportunities such as coaching and mentoring, and overall take a long-term ‘career’ perspective of professional development.

We introduced the idea that training might be viewed as a cyclical process, from identifying needs, developing appropriate training content, delivery and culminating in an evaluation of effectiveness. We evaluated whether this was an overly simplified view, and suggested that considering training and development programmes as multiple ‘helix’, with feedback and impact across the organisation rather than a simple cycle, might be a fairer reflection of the process.

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This article is from the free online course:

Emergency and Disaster Training and Exercising: An Introduction

Coventry University