Medical Response to the Tianjin Explosions: Lessons Learned

Zhang, Jinjun; Wang, Tianbing; Fan, Di; Zhang, Jun; Jiang, Baoguo

doi:10.1017/dmp.2017.64

Cited by 9 publications

(9 citation statements)

References 7 publications

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“…During other events, patients with the same types of injures were transferred to the same hospitals, followed by suitable specialists. This strategy reduced the need for referrals at a later stage [29].…”

Section: Challenge 4: To Adapt the Medical Response To The Actual Andmentioning

confidence: 99%

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Five Challenges When Managing Mass Casualty or Disaster Situations: A Review Study

Hugelius

Becker

Adolfsson

2020

IJERPH

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Background: Managing mass casualty or disaster incidents is challenging to any person or organisation. Therefore, this paper identifies and describes common challenges to managing such situations, using case and lessons learned reports. It focuses on sudden onset, man-made or technologically caused mass casualty or disaster situations. Methods: A management review was conducted based on a structured search in the PubMed and Web of Science databases. Results: The review included 20 case—and lessons learned reports covering natural disasters, man-made events, and accidents across Europe, the United States of Amerika (USA), Asia and the Middle East. Five common challenges were identified: (1) to identify the situation and deal with uncertainty, (2) to balance the mismatch between the contingency plan and the reality, (3) to establish a functional crisis organization, (4) to adapt the medical response to the actual and overall situation and (5) to ensure a resilient response. Conclusions: The challenges when managing mass casualty or disaster events involved were mainly related to the ability to manage uncertainty and surprising situations, using structured processes to respond. The ability to change mind set, organization and procedures, both from an organizational- and individual perspective, was essential. Non-medical factors and internal factors influenced the medical management. In order to respond in an effective, timely and resilient way, all these factors should be taken into consideration.

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Section: Challenge 4: To Adapt the Medical Response To The Actual Andmentioning

confidence: 99%

“…Their efforts added value to the disaster response organisation, if the organisation was prepared to manage those efforts. However, if unprepared, these efforts added further problems to the already stretched organization [10,11,14,23,29].…”

Section: Challenge 5: To Ensure a Resilient Responsementioning

confidence: 99%

Five Challenges When Managing Mass Casualty or Disaster Situations: A Review Study

Hugelius

Becker

Adolfsson

2020

IJERPH

View full text Add to dashboard Cite

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“…For example, voluntary resources add value to disaster relief organisations if they are ready to manage those efforts. However, without preparation, these efforts will bring more problems to the already stretched organisations (Zhang et al, 2018). Also, in construction projects, crises cannot be avoided, and a good planning strategy can reduce the damage and loss caused by crises to a certain extent.…”

Section: Organisational Structurementioning

confidence: 99%

The Impact of Organisational Resilience on Construction Project Success: Evidence From Large-Scale Construction in China

Yang

Qian

2020

Journal of Civil Engineering and Management

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Environmental uncertainty, social public events and increasing challenges has raised the urgency for the need to improve organisational resilience of construction projects, which is of great significance to the success and governance of construction projects. This study explores the organisational resilience factors that affect the success of construction projects based on a literature review and the actual situation and abstracts them into four explanatory variables: situation monitoring, organisational structure, organisational culture and participants. Through the crisp-set Qualitative Comparative Analysis (csQCA) method, 15 Chinese cases that meet the research conditions are compared and analysed, and two effective conditional configurations obtained. The results show that in the absence of timely monitoring of the changes in the situation, flexible organisational structure, cohesive organisational culture and participation of multiple subjects can promote the success of the construction project. The synergy of multiple participants can make up for the lack of organisational culture to a certain extent. Moreover, public participation and big data applications should be given full attention in the improvement of organisational resilience. This study can provide a basis for construction projects to reasonably match organisational resilience conditions to cope with crisis and challenges.

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“…They brought about a long nightmare to the residents of the Tianjin port due to the pollutions generated from the hazardous chemicals. The Chinese government assigned three hundred military chemical experts to clean up the mess by using heavy machinery to build a large wall of earth and sand around the site to prevent the hazardous chemical materials (e.g., sodium cyanide) from spreading [6]. Nonetheless, the poisons remaining in the explosion zone or in water are still major safety concerns of the public as the remedy of the explosion site may require a long-time process.…”

Section: Introductionmentioning

confidence: 99%

Risk Perception and Property Value: Evidence from Tianjin Port Explosion

2020

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This paper aims to investigate the perceived risk after the Tianjin port explosion event and its impact on property value. In addition to focusing on the relationship between homebuyers’ risk perception and property sales price, this paper also considers the risk perception of property sellers via the sale-to-list ratio. By using the difference-in-differences method and the sample from the property agent, we found that the explosion event generated a long-time effect on the public and property market in the city of Tianjin. Relative to those properties far away from the explosion site, the sales price and the sale-to-list ratio of the property near the explosion site were detected to have significant drops for the first six months after the explosion event. The temporal decrease of the relative sales price and the sale-to-list ratio are the evidence of short period overreaction from the public, which decays over time. This study demonstrates an indirect method to estimate the perceived risk of the general public and provides valuable insight into sustainable port management policies.

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Medical Response to the Tianjin Explosions: Lessons Learned

Abstract: The risk of accidental events has increased in recent years. We should take advantage of the lessons learned from the explosions and apply these in future disasters. (Disaster Med Public Health Preparedness. 2018; 12: 411-414).

Cited by 9 publications

References 7 publications

Five Challenges When Managing Mass Casualty or Disaster Situations: A Review Study

Five Challenges When Managing Mass Casualty or Disaster Situations: A Review Study

The Impact of Organisational Resilience on Construction Project Success: Evidence From Large-Scale Construction in China

Risk Perception and Property Value: Evidence from Tianjin Port Explosion

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