These research papers explore the concept of vulnerability in international human rights law. In the wake of the Christchurch earthquakes of 2010-2011, this research focuses on how "vulnerability" has been used and developed within the wider human rights discourse. They also examine jurisprudence of international human rights bodies, and how the concept of "vulnerability" has been applied. The research also includes a brief investigation into the experiences of vulnerable populations in disaster contexts, focusing primarily on the experiences of "vulnerable persons" in the Christchurch earthquakes and their aftermath.
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?
These research papers explore the concept of vulnerability in international human rights law. In the wake of the Christchurch earthquakes of 2010-2011, this research focuses on how "vulnerability" has been used and developed within the wider human rights discourse. They also examine jurisprudence of international human rights bodies, and how the concept of "vulnerability" has been applied. The research also includes a brief investigation into the experiences of vulnerable populations in disaster contexts, focusing primarily on the experiences of "vulnerable persons" in the Christchurch earthquakes and their aftermath.
These research papers explore the concept of vulnerability in international human rights law. In the wake of the Christchurch earthquakes of 2010-2011, this research focuses on how "vulnerability" has been used and developed within the wider human rights discourse. They also examine jurisprudence of international human rights bodies, and how the concept of "vulnerability" has been applied. The research also includes a brief investigation into the experiences of vulnerable populations in disaster contexts, focusing primarily on the experiences of "vulnerable persons" in the Christchurch earthquakes and their aftermath.
A video of the keynote-presentation by Dr Jeanne LeBlanc, Registered Psychologist, during the second plenary of the 2016 People in Disasters Conference. LeBlanc is a Registered Psychologist, specialising in Clinical Neuropsychology and Rehabilitation. She is the British Columbia Psychological Association (BCPA) Representative for the American Psychological Associate State, Territorial and Provincial Disaster Response Network, and has also been appointed as the Behavioural Health Liaison to the American Board of Disaster Medicine. The presentation is titled, "Machetes and Breadfruit: Medical disaster response challenges in unstable settings".The abstract for this presentation reads as follows: The January 2010 earthquake in Haiti resulted in a massive response to a setting which was already fraught with danger, causing a number of personal, logistical, and safety challenges to responding medical teams. This presentation will provide a first-person account of this experience from the perspective of a behavioural health professional, whose responsibility was both the overall emotional wellbeing of the medical responders, as well as those impacted by the quake. Unique 'lessons learned' by these response teams will be highlighted, and recommendations will be provided for responders considering deploying to future events in highly unstable areas.
