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jerryking : disaster_preparedness   20

Engaging with the world’s ills beats hiding in a bunker
OCTOBER 18, 2018 | Financial Times | Stephen Foley.

those with real ambition are not planning for a life underground down under. They are building philanthropic ventures to tackle the world’s ills, or striving to effect change through the political process, or starting new mission-driven businesses.

The bunker mentality is the polar opposite of the optimism displayed by the likes of Jeff Bezos, who set out his philanthropic credo in September alongside his plan to build a network of Montessori-inspired preschools across the US. He talked of his “belief in the potential for hard work from anyone to serve others”, from “business innovators who invent products that empower, authors who write books that inspire, government officials who serve their communities, teachers, doctors, carpenters, entertainers who make us laugh and cry, parents who raise children who go on to live lives of courage and compassion”.

“It fills me with gratitude and optimism,” he said, “to be part of a species so bent on self-improvement.”

Bezos has decided to focus his charity on children, as many of his peers have done. From Mark Zuckerberg promising to fund a technological revolution in the way kids are taught, to the slew of east coast hedge fund managers promoting charter schools as a way to shake-up public education, philanthropists know instinctively that childhood is their point of maximum leverage.....engagement trumps disengagement. Public service matters, even if one is only stealing apocalyptic proclamations from a presidential desk. It beats burying one’s head in the New Zealand soil.

Many of the world’s richest individuals are working to avert the war, pestilence or revolution that would make a withdrawal from society seem attractive in the first place. Philanthropists who are funding human rights campaigns, or drug research, or novel approaches to tackling inequality — these are the real survivalists.
apocalypses  bolt-holes  catastrophes  charities  childhood  children  disasters  disaster_preparedness  engaged_citizenry  hard_work  high_net_worth  Jeff_Bezos  mission-driven  moguls  Montessori  New_Zealand  novel  off-grid  optimism  Peter_Thiel  self-improvement  philanthropy  public_service  survivalists 
october 2018 by jerryking
Bolts from the blue test our fragile systems
Andrew Hill YESTERDAY

Resilience, a spokesman told me, was “built into the design”, just not enough resilience to soak up that one-off lightning strike, the original metaphor for everything that seems vanishingly unlikely to happen. Until it does.......Resilience used to be a low priority but only after the 9/11 attacks violently woke all Manhattan businesses and residents to the potential shortcomings of their back-up plans. For a time, we had our own family resilience plan, complete with pre-determined emergency meeting points, and supplies of duct tape, bottled water and canned food. Likewise, it took the financial crisis to galvanise many banks, regulators and governments to think about how to respond to, and protect against, previously unimagined threats. All this prepping for uncertainty and change is, of course, positive. But it is also easier than resolving some of the wider pressures that make resilience training essential......our obsession with efficiency.....has made economies more productive, cut poverty and improved living standards. But.....it has also become “the god that we worship unthinkingly”. Efficiency has led to (over)consolidation. Such monocultures are fragile and vulnerable to calamities.....resilient workers are better able to respond to such changes.....but deep down organisations might be hoping that their newly flexible, gritty managers & staff serve in the vanguard of another push for efficiency, without due regard to the system’s safety......Roger Martin’s solutions to such global weaknesses involve adding more friction to the system, from the top down. They include rules to oblige investors to hold stocks for longer, more active antitrust policies, and targeted trade barriers. This would require a degree of intervention and co-ordination that may be beyond most governments.....organisations cannot afford unlimited insurance. ....But in too many places, too many people are running a single, consolidated system, with little or no resilience.
co-ordinated_approaches  resilience  fragility  9/11  concentration_risk  efficiencies  disasters  disaster_preparedness  financial_crises  monocultures  Roger_Martin  rule-writing  top-down  uncertainty  unexpected  frictions 
june 2018 by jerryking
We can only tackle epidemics by preparing for the unexpected
MAY 28, 2018 | FT| Anjana Ahuja.

"[Chance] Fortune favors the prepared [mind]"

Other pathogens on the WHO’s hit list for priority research include Ebola and the related Marburg virus; Lassa fever; Crimean-Congo haemorrhagic fever; Mers coronavirus; Sars; Rift Valley fever; Zika; and Disease X.

Many of these are being targeted by the billion-dollar Coalition for Epidemic Preparedness Innovations, with a mission to develop “new vaccines for a safer world”. Cepi is backed by several national governments — including those of Japan and Norway — the Wellcome Trust, and the Bill & Melinda Gates Foundation. The coalition has just announced that, following events in Kerala, it will prioritise a Nipah vaccine.

Disease X, incidentally, is the holding name for a “black swan” — an unknown pathogen that could glide in from nowhere to trigger panic. Preparedness is not all about facing down familiar foes. It is also about being ready for adversaries that have not yet shown their hand. [expand our imaginations. The next catastrophe may take an unprecedented form----Simon Kuper]
black_swan  catastrophes  chance  disasters  disaster_preparedness  epidemics  flu_outbreaks  panics  pathogens  preparation  readiness  unexpected  unknowns  viruses 
may 2018 by jerryking
Are you mentally prepared for a cyber attack?
JULY 5, 2017 | FT | by Madhumita Murgia.

“Cyber attacks are not benign. Even when no one suffers physical harm, the opportunity to cause anxiety and stress, instil fear and disrupt everyday life is immense,”.......journalists write about how companies and governments struggle to cope with the fallout from a cyber attack, but the longer-lasting impact on the human psyche has remained largely unexplored. Clearly, the anxiety prompted by cyber attacks is different from that associated with “traditional” acts of terrorism that cause deaths and injury to civilians. .... “Our analysis suggests that the psychological harm of cyber war can affect wellbeing nonetheless.” Identity theft, online threats of personal harm and the disclosure of confidential data such as medical records can cause significant distress........
........Samir Kapuria, a senior executive at Symantec, a global cyber-security company, is at the frontline of damage control, often helping clients after a cyber crime. He admitted that the corporate world was “in a state of urgency” when it came to dealing with the scale and virality of cyber attacks.

“The early 2000s was an era of mass cyber crime, when viruses like Stuxnet were released to disrupt with criminal intent. Today, with attacks like WannaCry and Petya, we are entering the era of intelligence,” says Kapuria, “moving from locks to surveillance to early detection.”
cyber_security  hackers  cyberthreats  malware  cyberattacks  psychology  panic  viruses  security_&_intelligence  Symantec  identity_theft  left_of_the_boom  surveillance  human_psyche  stressful  disaster_preparedness 
may 2018 by jerryking
Shopping for the apocalypse
Aug. 26, 2017 | The Financial Times | by Esther Bintliff.

Apocalyptic thinking has always been with us, but its power waxes and wanes. "We live in an extremely unstable and insecure time," says Ash Amin, a Cambridge University geography professor who studies urban culture. "Risks are much bigger and globally integrated."

The psychology of prepping rests on this sense of chaos, of needing to assert some control - any control - over an unpredictable reality. There is solace in practical, orderly steps you can tick off a list. Buy a three-day supply of non-perishable food, a few gallons of water, a torch, a multi-tool. Identify your family meeting place, evacuation route, shelter. These are achievable aims.

Many everyday catastrophes, in contrast, are unwieldy and intractable. Rather than arriving with the sudden bloom of a mushroom cloud, they unfold slowly, in quiet, unobtrusive ways. Some 52,000 people died of drug overdoses in the US in 2015, more than from guns or cars, or from HIV/Aids in the year the epidemic reached its height. Mothers, fathers, teens collapsing in shopping aisles and sports pitches is its own kind of Armageddon; most of us feel helpless in its wake.

Of course, calamities do occur. One morning in September 1859, British astronomer Richard Carrington was in his observatory when he saw a white-light solar flare - a huge magnetic explosion on the sun. It was followed by the largest geomagnetic storm ever recorded on Earth. Telegraphs were disrupted across Europe and the US. My husband's fear is of a repeat Carrington event - a severe geomagnetic storm that this time would take down the electrical grid, GPS and satellites. In 2012, scientists suggested that the likelihood of such a storm within a decade was as high as 12 per cent. Worst-case scenario: millions of people, hospitals, businesses without power for months.

Perhaps it's worth preparing for this one-in-eight possibility of chaos. So when is prepping not paranoia - but planning? Tom Martin, founder of the American Preppers Network, which has 35,000 forum members and 230,000 fans on Facebook, tells me: "The definition of a prepper is quite simply 'one who prepares'. So if someone stores extra food and emergency supplies in case of a -disaster, then by definition they are a prepper... It's all varying degrees."..........Amin points out that the emphasis on individual prepping may be misplaced. "Where you find really resilient populations, they often share responsibility with their families and communities. And the history of managing for apocalypse is the history of governmental and infrastructure preparedness."

I take this to mean that instead of building up supplies, we should invite the neighbours round for cake and pressure the government to invest in things such as transport and back-up energy. That's the kind of prepping I can get behind. But I might buy a wind-up radio as well, just in case.
apocalypses  catastrophes  chaos  disasters  disaster_preparedness  emergencies  evacuations  imperceptible_threats  natural_calamities  power_grid  preparation  readiness  resilience  risks  slowly_moving  survivalists  unwieldy  worst-case 
november 2017 by jerryking
Why we find it hard to imagine and plan for worst-case scenarios
SEPTEMBER 14, 2017 | The Globe and Mail | WENCY LEUNG.

When it comes to facing the risks of large-scale disasters, whether it’s the threat of nuclear war, a terror attack, a hurricane or raging wildfire, many people have a hard time envisioning – let alone preparing for – worst-case scenarios.

"grab-and-go" bag:

water, space blankets, flashlights and batteries, a hand-crank radio with a charger for her cellphone, a stash of garbage bags ("They can be used for keeping people warm as well, by cutting holes for the heads," she says), first-aid kits, a spare pair of glasses, food packages, waterproof matches, an extra supply of her husband's medication, hygiene products (deodorant, wet wipes, hand sanitizer, toilet liners, dental floss, toothbrush, toothpaste), tissues and two decks of cards..... a rope, a shovel and two or three blankets in the car......When it comes to facing the risks of large-scale disasters, whether it's the threat of nuclear war, a terror attack, a hurricane or raging wildfire, many people have a hard time envisioning – let alone preparing for – worst-case scenarios......New Yorker journalist Kathryn Schulz writes in her Pulitzer Prize-winning feature on the likelihood of a large-scale Cascadia earthquake. "Where we stumble is in conjuring up grim futures in a way that helps to avert them." .....research on the evacuation of the World Trade Center in New York on Sept. 11, 2001....workers were concerned about leaving without the approval of their bosses.....delayed vacating the buildings to attend to last-minute tasks, such as gathering their personal items, making phone calls or shutting down their computers,.....people want to make a decision as a group, and then if some people can't join a group, they'll wait for that person, for example."......people can underestimate the danger they face and be overconfident in their ability to overcome it.......In their chapter of Risk Conundrums: Solving Unsolvable Problems...authors Howard Kunreuther, Paul Slovic and Kimberly Olson point out this kind of "availability bias" can make people underestimate the likelihood of a disaster before it occurs, and overestimate it afterward. Such thinking helps explain why people often buy insurance right after a disaster, but then cancel their policies after they've had several loss-free years. It's difficult to convince them that they should celebrate not having suffered any loss and still maintain insurance coverage......Socioeconomic or contextual factors, which include the level of an individual's trust in institutions, also play a role in how they perceive and react to risk..... there's no one-size-fits-all approach to encouraging the public to prepare for a disaster, he says. Warnings and preparedness efforts would be more effective if they were targeted to specific groups, based on the way they perceive risk.
worst-case  disasters  imagination  frequency_and_severity  9/11  denials  optimism_bias  availability_bias  books  one-size-fits-all  overconfidence  risk-perception  improbables  disaster_preparedness  conundrums  Pulitzer_Prize 
september 2017 by jerryking
Tornado-Ravaged Hospital Took Storm-Smart Approach During Rebuild - Risk & Compliance Journal.
Aug 30, 2017 | WSJ | By Ben DiPietro.

...................“Preparation for what these events can be–and belief they can actually happen–is important so you make sure you are preparing for them,” ....trying to undertake whatever is your organizational mission in the midst of a tornado or other devastating event is much harder, given the high emotions and stress that manifests itself at such moments.

“Understand the possibilities and pre-planning will make that go a lot better,”

===============================
As Hurricane Harvey has shown, extreme weather events can devastate a region’s infrastructure. Hospital operator Mercy had its own experience of this in 2011 when a tornado ripped through Joplin, Mo., killing 161 people and destroying its hospital.

Hospital operator Mercy took the lessons it learned from that tornado experience and incorporated them into the design of the new hospital–and also changed the way it plans and prepares for disasters. The new facility reflects a careful risk assessment, as Mercy took into account not only the physical risk of tornadoes but the risks to power supplies and medical supplies.

“We always prepare, always have drills for emergencies, but you never quite can prepare for losing an entire campus,” ....“Now we are preparing for that…it definitely changed the way we look at emergency management.”

** Protecting What Matters Most **
Mercy took the lessons it learned from that devastating weather event and applied them when it was time to build its latest hospital, which was constructed in a way to better withstand tornadoes while providing more secure systems infrastructure and adding backup systems to ensure operations continued unimpeded, ......Even the way medical supplies were stored was changed; instead of storing supplies in the basement, where they were inaccessible in the immediate aftermath of the tornado, they now are kept on each floor so staff don’t need to go hunting around for things they need during an emergency.....“The first priority is to save lives, the second is to minimize damage to the facility,”

** Focus on the Worst **
many companies worry about low-severity, high-frequency events–those things that happen a lot. They instead need to focus more on high-severity events that can cause a company to impair its resilience. “....identify and work on a worst-case scenario and make sure it is understood and the company is financially prepared for it,”

work with its key vendors and suppliers to know what each will do in the face of a disaster or unexpected disruption. “...large companies [should] know their key vendors prior to any major incidents,” ...“Vendors become partners at that time and you need to know people will do what you need them to do.”

A company needs to assess what is most important to its operations, map who their vendors are in those areas and engage them in various loss scenarios .... It should review its insurance policy language against possible weather events, identify any gaps and either revise policies to fill those holes or to at least make sure executives understand what the risks are of leaving those gaps unattended.
==================================
See also :
What to Do Before Disaster Strikes - WSJ.com ☑
September 27, 2005 | WSJ | By GEORGE ANDERS.
start by cataloging what could go wrong. GM, for example, has created "vulnerability maps" that identify more than 100 hazards, ranging from wind damage to embezzlement. Such maps make it easier for managers to focus on areas of greatest risk or gravest peril.
low_probability  disasters  Hurricane_Harvey  extreme_weather_events  hospitals  tornadoes  design  rebuilding  preparation  emergencies  lessons_learned  worst-case  natural_calamities  anticipating  insurance  vulnerabilities  large_companies  redundancies  business-continuity  thinking_tragically  high-risk  risk-management  isolation  compounded  network_risk  black_swan  beforemath  frequency_and_severity  resilience  improbables  George_Anders  hazards  disaster_preparedness  what_really_matters 
september 2017 by jerryking
How to avert catastrophe
January 21, 2017 | FT | Simon Kuper.

an argument: people make bad judgments and terrible predictions. It’s a timely point. The risk of some kind of catastrophe — armed conflict, natural disaster, and/or democratic collapse — appears to have risen. The incoming US president has talked about first use of nuclear weapons, and seems happy to let Russia invade nearby countries. Most other big states are led by militant nationalists. Meanwhile, the polar ice caps are melting fast. How can we fallible humans avert catastrophe?

• You can’t know which catastrophe will happen, but expect that any day some catastrophe could. In Tversky’s words: “Surprises are expected.” Better to worry than die blasé. Mobilise politically to forestall catastrophe.
• Don’t presume that future catastrophes will repeat the forms of past catastrophes. However, we need to expand our imaginations. The next catastrophe may take an unprecedented form.
• Don’t follow the noise. Some catastrophes unfold silently: climate change, or people dying after they lose their jobs or their health insurance. (The financial crisis was associated with about 260,000 extra deaths from cancer in developed countries alone, estimated a study in The Lancet.)
• Ignore banalities. We now need to stretch and bore ourselves with important stuff.
• Strengthen democratic institutions.
• Strengthen the boring, neglected bits of the state that can either prevent or cause catastrophe. [See Why boring government matters November 1, 2018 | | Financial Times | Brooke Masters.
The Fifth Risk: Undoing Democracy, by Michael Lewis, Allen Lane, RRP£20, 219 pages. pinboard tag " sovereign-risk" ]
• Listen to older people who have experienced catastrophes. [jk....wisdom]
• Be conservative. [jk...be conservative, be discerning, be picky, be selective, say "no"]
Simon_Kuper  catastrophes  Nassim_Taleb  black_swan  tips  surprises  imagination  noise  silence  conservatism  natural_calamities  threats  unglamorous  democratic_institutions  slowly_moving  elder_wisdom  apocalypses  disasters  disaster_preparedness  emergencies  boring  disaster_myopia  financial_crises  imperceptible_threats 
january 2017 by jerryking
Nathan Wolfe: No More Ebola Whac-A-Mole - WSJ - WSJ
By NATHAN WOLFE
Oct. 13, 2014 7:04

Ebola is not the first virus to threaten the world, and it won’t be the last. Stopping the current epidemic is vital, but the world can’t afford to go to sleep after it is stopped. Unless we prepare for the next epidemic, we will find ourselves forever nailing down outbreaks just in time to see the next ones pop up.
disease_surveillance  Ebola  pandemics  interconnections  zoonotic  flu_outbreaks  epidemics  Congo  viruses  disease  surveillance  preparation  disaster_preparedness 
october 2014 by jerryking
Business continuity: Making it through the storm
Nov 10th 2012 | The Economist |Anonymous.

Hurricane Sandy was another test of how well businesses can keep going when disaster strikes...GOLDMAN SACHS’S latest shrewd investment was in sandbags and back-up electricity generators. As Hurricane Sandy approached New York, the bags were stacked around its headquarters. It was one of the few offices in downtown Manhattan to remain dry and well-illuminated as “Frankenstorm” battered the city.

Meanwhile, a block farther down West Street, the headquarters of Verizon were awash with salty flood water, soaking cables delivering phone and internet services to millions of customers. The firm was able to reroute much of the traffic through other parts of its network, but local service was disrupted....Sandy is the latest catastrophic event to test the readiness of the world’s leading firms to cope with disaster. Most firms have improved “business continuity” preparations over the years. The Y2K scare at the turn of the century moved IT risk high up the list of worries. The attacks of September 11th 2001 warned firms of the danger of putting all their computers (and staff) in the same place (jk: concentration risk; SPOF)....“Firms are increasingly reliant on networks, but often fail to understand the risks that networks bring,” says Don Tapscott, a management guru. Global supply chains, just-in-time and shifting to the “cloud” tend to bind once unrelated activities ever closer together, making them more prone to failing at the same time. The current fad for moving data to the “cloud” may appear to reduce risk because there is so much spare capacity in the web. Yet some firms offering cloud services have more concentrated operations than (jk: concentration risk).

Firms are starting to recognise their vulnerability to cyber-attack, but few have much idea what they would do if it happened. Mr Tapscott thinks boards should have a committee explicitly focused on understanding IT and network risks and ensuring they are properly managed....Dutch Leonard, a risk expert at Harvard Business School, says that the best-prepared firms use a combination of planning for specific events and planning to cope with specific consequences, such as a loss of a building or supplier, regardless of the cause. He also recommends copying an approach used by the armed forces: using a group of insiders to figure out how the firm could be brought down [ jk: white hats]....Firms should make lobbying government to invest heavily in upgrading that infrastructure a core part of their risk-management strategy, argues Irwin Redlener of the National Centre for Disaster Preparedness at Columbia University.

Goldman Sachs has long been a leader in disaster planning because it understands that the situations in which it might not be able to function are exactly the sort of events when very large changes in the value of its investments could occur, says Mr Leonard. Yet too many firms underinvest in planning for disaster because they don’t think it will pay, at least within the short-term timeline by which many now operate, reckons Yossi Sheffi of MIT.
beforemath  boards_&_directors_&_governance  business-continuity  catastrophes  compounded  concentration_risk  crisis  cyberattacks  cyber_security  disasters  disaster_preparedness  Don_Tapscott  Goldman_Sachs  Hurricane_Sandy  isolation  natural_calamities  networks  network_risk  New_York_City  optimism_bias  preparation  readiness  red_teams  resilience  risks  risk-management  short-term  SPOF  step_change  supply_chains  surprises  underinvestments  valuations  vulnerabilities  white_hats 
november 2012 by jerryking
What to Do Before Disaster Strikes - WSJ.com
September 27, 2005 | WSJ | By GEORGE ANDERS.

What's missing is a systematic way of approaching corporate self-defense. Each potential calamity is treated in isolation....Sheffi believes that companies need to start by cataloging what could go wrong. General Motors Corp., for example, has created "vulnerability maps" that identify more than 100 hazards, ranging from wind damage to embezzlement. Such maps make it easier for managers to focus on areas of greatest risk or gravest peril. He implies that normal budgeting -- which matches the cost of doing something against the risk-adjusted cost of doing nothing -- can determine which battles against vulnerability are worth fighting....Mr. Sheffi nods approvingly at some ingenious ways to mobilize for trouble before it arrives. Federal Express Corp., he says, puts two empty planes in the air each night, just so they can swoop into any airport with a grounded plane and take over delivery services as fast as possible. Wall Street firms have recently added similar redundancy with multiple data centers, so that a New York City crisis won't imperil their record-keeping.

Intel Corp. (post-Heathrow) gets a thumbs-up, too, for finding a sly way of outwitting airport thieves. It couldn't control every aspect of security in transit -- but it could change its box design. Rather than boast about "Intel inside," the company switched to drab, unmarked packaging that gave no hint of $6 million cargoes. The name for this approach: "Security through obscurity." (jk: security consciousness)
disaster_preparedness  risk-management  book_reviews  mapping  security_&_intelligence  redundancies  vulnerabilities  rate-limiting_steps  business-continuity  thinking_tragically  obscurity  cost_of_inaction  base_rates  isolated  GM  Fedex  Intel  risk-adjusted  self-defense  Wall_Street  high-risk  budgeting  disasters  beforemath  risks  George_Anders  catastrophes  natural_calamities  systematic_approaches  security_consciousness  record-keeping  hazards 
may 2012 by jerryking
Prepared for the worst?
May 14, 2011 | Stabroek News | Editorial.

Natural disasters are, by definition, unforeseeable; but an ounce of prevention can be worth a pound of cure. Better levees would have averted much of the worst damage when Katrina struck New Orleans; Japan could have placed its power plants further inland (and away from earthquake fault-lines); and deep-water drilling could have been better regulated in the Gulf. We should not discount the need to maintain sea defences (squatters and other hindrances notwithstanding) and undertake other necessary measures before we find ourselves in a crisis. The absence of disasters nearly always breeds complacency; budgets are slashed and worst-case scenarios dismissed, until the chance for preventive maintenance has passed. But none of that should obscure the fact that the worst time to prepare for a storm is when the clouds have already gathered.
natural_calamities  prevention  preparation  worst-case  disasters  disaster_myopia  disaster_preparedness  complacency  thinking_tragically 
may 2011 by jerryking
Spillonomics - Underestimating Risk - NYTimes.com
May 31, 2010 |NYT | By DAVID LEONHARDT. The people running BP
did a dreadful job of estimating the true chances of events that seemed
unlikely — and may even have been unlikely — but that would bring
enormous costs....We make two basic — and opposite — types of mistakes.
When an event is difficult to imagine, we tend to underestimate its
likelihood. This is the proverbial black swan...On the other hand, when
an unlikely event is all too easy to imagine, we often go in the
opposite direction and overestimate the odds.
BP  risk-taking  risk-assessment  oil_spills  mistakes  black_swan  underestimation  underpricing  unthinkable  overestimation  dual-consciousness  unimaginable  frequency_and_severity  improbables  disasters  disaster_preparedness  imagination  low_probability 
june 2010 by jerryking
The Age of Pandemics - WSJ.com
MAY 2, 2009 | Wall Street Journal | By LARRY BRILLIANT
Modernity--population growth, climate change and increased contact
between humans and animals--is causing more new viruses with pandemic
potential to jump from their traditional animal hosts to humans.
Brilliant outlines what the world needs to do to prepare.

Indeed, to the epidemiological community, the Influenza Pandemic of 2009 is one of the most widely anticipated diseases in history. ....The current pathogen creating the threat is actually a mixture of viral genetic elements from all over the globe that have sorted, shifted, sorted, shifted, drifted and recombined to form this worrisome virus.....Here's the good news: Compared with a few years ago, the world is somewhat better prepared to deal with pandemic influenza. There have been training meetings, table-top exercises, dry runs and preparedness drills at virtually every level of government and civil society. ......Here's the bad news: Today, we remain underprepared for any pandemic or major outbreak, whether it comes from newly emerging infectious diseases, bioterror attack or laboratory accident. We do not have the best general disease surveillance systems or "surge" capacity in our hospitals and health-care facilities......And there is worse news: The 2009 swine flu will not be the last and may not be the worst pandemic that we will face in the coming years. Indeed, we might be entering an Age of Pandemics........In our lifetimes, or our children's lifetimes, we will face a broad array of dangerous emerging 21st-century diseases, man-made or natural, brand-new or old, newly resistant to our current vaccines and antiviral drugs.....Bioterror weapons are cheap and do not need huge labs or government support. They are the poor man's WMD.....
21st._century  bad_news  bioterrorism  disaster_preparedness  disease  disease_surveillance  epidemics  flu_outbreaks  genetic_drift  genetic_shift  infections  influenza  man-made  modernity  pandemics  pathogens  preparation  sorting  surge_capacity  underprepared  viruses  zoonotic 
may 2009 by jerryking

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