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Research papers, University of Canterbury Library

The lived reality of the 2010-2011 Canterbury earthquakes and its implications for the Waimakariri District, a small but rapidly growing district (third tier of government in New Zealand) north of Christchurch, can illustrate how community well-being, community resilience, and community capitals interrelate in practice generating paradoxical results out of what can otherwise be conceived as a textbook ‘best practice’ case of earthquake recovery. The Waimakariri District Council’s integrated community based recovery framework designed and implemented post-earthquakes in the District was built upon strong political, social, and moral capital elements such as: inter-institutional integration and communication, participation, local knowledge, and social justice. This approach enabled very positive community outputs such as artistic community interventions of the urban environment and communal food forests amongst others. Yet, interests responding to broader economic and political processes (continuous central government interventions, insurance and reinsurance processes, changing socio-cultural patterns) produced a significant loss of community capitals (E.g.: social fragmentation, participation exhaustion, economic leakage, etc.) which simultaneously, despite local Council and community efforts, hindered community well-being in the long term. The story of the Waimakariri District helps understand how resilience governance operates in practice where multi-scalar, non-linear, paradoxical, dynamic, and uncertain outcomes appear to be the norm that underpins the construction of equitable, transformative, and sustainable pathways towards the future.

Research papers, University of Canterbury Library

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?

Videos, UC QuakeStudies

A video of the keynote presentation by Sir John Holmes, during the first plenary of the 2016 People in Disasters Conference. Holmes is the former United Nations Under-Secretary-General for Humanitarian Affairs and Emergency Relief Coordinator, the current Director of Ditchley Foundation, and the chair of the Board of the International Rescue Committee in the UK. The presentation is titled, "The Politics of Humanity: Reflections on international aid in disasters".The abstract for this presentation reads as follows: As United Nations Under-Secretary-General for Humanitarian Affairs and Emergency Relief Coordinate from 2007-2010, Sir John Holmes was heavily involved in the coordination of air provision to countries struck by natural and man-made disasters, raising the necessary funds, and the elaboration of humanitarian policy. The international humanitarian system is fragmented and struggling to cope with rising demands from both conflicts such as that in Syria, and the growing effects of climate change. Sir John will talk about what humanitarian aid can and cannot achieve, the frustrations of getting aid through when access may be difficult or denied, and the need to ensure that assistance encompasses protection of civilians and efforts to get them back on their feet, as well as the delivery of essential short term items such as food, water, medical care and shelter. He will discuss the challenges involved in trying to make the different agencies - UN United Nations, non-government organisations and the International Red Cross/Crescent movement - work together effectively. He will reveal some of the problems in dealing with donor and recipient governments who often have their own political and security agendas, and may be little interested in the necessary neutrality and independence of humanitarian aid. He will illustrate these points by practical examples of political and other dilemmas from aid provision in natural disasters such as Cyclone Nargis in Myanmar in 2009, and the Haiti earthquake of 2010, and in conflict situations such as Darfur, Afghanistan and Sri Lanka in the past, and Syria today. He will also draw conclusions and make recommendations about how humanitarian aid might work better, and why politicians and others need to understand more clearly the impartial space required by humanitarian agencies to operate properly.