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?
Industrial steel storage pallet racking systems are used extensively worldwide to store goods. Forty percent of all goods are stored on storage racks at some time during their manufactureto- consumption life. In 2017, goods worth USD 16.5 billion were carried on cold-formed steel racking systems in seismically active regions worldwide. Historically, these racks are particularly vulnerable to collapse in severe earthquakes. In the 2010/2011 Christchurch earthquakes, around NZD 100 million of pallet racking stored goods were lost, with much greater associated economic losses due to disruptions to the national supply chain. A novel component, the friction slipper baseplate, has been designed and developed to very significantly improve the seismic performance of a selective pallet racking system in both the cross-aisle and the down-aisle directions. This thesis documents the whole progress of the development of the friction slipper baseplate from the design concept development to experimental verification and incorporation into the seismic design procedure for selective pallet racking systems. The test results on the component joint tests, full-scale pull-over and snap-back tests and fullscale shaking table tests of a steel storage racking system are presented. The extensive experimental observations show that the friction slipper baseplate exhibits the best seismic performance in both the cross-aisle and the down-aisle directions compared with all the other base-connections tested. It protects the rack frame and concrete floor from damage, reduces the risk of overturning in the cross-aisle direction, and minimises the damage at beam-end connectors in the down-aisle direction, without sustaining damage to the connection itself. Moreover, this high level of seismic performance can be delivered by a simple and costeffective baseplate with almost no additional cost. The significantly reduced internal force and frame acceleration response enable the more cost-effective and safer design of the pallet racking system with minimal extra cost for the baseplate. The friction slipper baseplate also provides enhanced protection to the column base from operational impact damage compared with other seismic resisting and standard baseplates.
