During the 2010 - 2011 Canterbury earthquake sequence, extensive liquefaction was observed in many areas of Christchurch city and its surroundings, causing widespread damage to buildings and infrastructure. While existing simplified methods were found to work well in some areas of the city, there were also large areas where these methods did not perform satisfactorily. In some of these cases, researchers have proposed that layers of fine grained material within the soil profile may be responsible for preventing the manifestation of liquefaction. This paper presents preliminary findings on the mechanisms at play when pressure differentials exist across a clay layer. It is found that if the clay layer is unable to distort, then pore fluid is unable to break-through the layer even with relatively high pressures, resulting in dissipation of excess pore pressures by seepage. If the layers are however able to distort, then it is possible for the pore fluid to break through the clay layer, potentially resulting in adverse effects in terms of the severity of liquefaction.
Research indicates that aside from the disaster itself, the next major source of adverse outcomes during such events, is from errors by either the response leader or organisation. Yet, despite their frequency, challenge, complexity, and the risks involved; situations of extreme context remain one of the least researched areas in the leadership field. This is perhaps surprising. In the 2010 and 2011 (Christchurch) earthquakes alone, 185 people died and rebuild costs are estimated to have been $40b. Add to this the damage and losses annually around the globe arising from natural disasters, major business catastrophes, and military conflict; there is certainly a lot at stake (lives, way of life, and our well-being). While over the years, much has been written on leadership, there is a much smaller subset of articles on leadership in extreme contexts, with the majority of these focusing on the event rather than leadership itself. Where leadership has been the focus, the spotlight has shone on the actions and capabilities of one person - the leader. Leadership, however, is not simply one person, it is a chain or network of people, delivering outcomes with the support of others, guided by a governance structure, contextualised by the environment, and operating on a continuum across time (before, during, and after an event). This particular research is intended to examine the following: • What are the leadership capabilities and systems necessary to deliver more successful outcomes during situations of extreme context; • How does leadership in these circumstances differ from leadership during business as usual conditions; • Lastly, through effective leadership, can we leverage these unfortunate events to thrive, rather than merely survive?
