Building a Stronger Emergency Management Community: Solutions Over Divisions

Photo by Kenny Eliason on Unsplash

While pursuing my undergraduate degree, I thought I wanted to be a philosopher. That was, until one of my favorite professors told me over coffee that if I wanted to pursue a career in philosophy, I should also have a skill that could earn me a living. He owned a roofing company that had been in his family for generations. He wasn’t just a thinker—he was a doer. Some of the greatest minds in history have been blue-collar workers, individuals who spent their days engaged in labor while contemplating the more profound questions of life.

So, after my time in the Navy, I studied politics, philosophy, and religion while working as a paramedic, and I took on blue-collar jobs to pay my way. Why am I telling you this? Because through those experiences, I have witnessed a great deal of hardship. I have seen the devastation of storms, the destruction caused by fire, and the pain of human-caused tragedies. Those of us who have dedicated our lives to emergency management do so because we seek to alleviate human suffering, not to contribute to it.

The Dalai Lama once said, "Every noble work is bound to encounter problems and obstacles. It is important to check your goal and motivation thoroughly. One should be very truthful, honest, and reasonable. One's actions should be good for others, and for oneself as well."

We are in a period of upheaval in our field. Change is happening right now, and change is often painful. As Heraclitus once said, "Change is the only constant in life." We may all want what is best for emergency management, but we do not always agree on how to get there. However, the opportunity for meaningful progress often emerges in the face of great adversity. Challenges test our resilience, sharpen our focus, and provide growth potential for ourselves and the entire field.

We are fortunate to have some of the best thought leaders in emergency management who are tackling today's critical issues. These individuals bring diverse perspectives, deep expertise, and a shared commitment to strengthening our field. Their insights and innovative approaches help us navigate the evolving challenges of disasters, policy shifts, and operational improvements, ensuring that we continue to grow as a profession.

There is no shortage of discussions on reforming emergency management. However, we must remember that personal attacks and targeting organizations are not the way forward. If we want meaningful progress, we must come to the table with solutions, not just problems. It is easy to point out what is wrong; real leadership requires foresight and the ability to envision and implement solutions. As Theodore Roosevelt famously said in 'The Man in the Arena': "It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood."

"Every noble work is bound to encounter problems and obstacles. It is important to check your goal and motivation thoroughly. One should be very truthful, honest, and reasonable. One's actions should be good for others, and for oneself as well." The Dalai Lama

We should be grateful to those with whom we agree and those who challenge us. As Aristotle noted, "It is just that we should be grateful, not only to those with whose views we may agree but also to those who have expressed more superficial views; for these also contributed something, by developing the powers of thought before us." Different perspectives drive growth, and recognizing the intent behind these perspectives is crucial. Most individuals in emergency management come from a place of dedication and commitment. While their visions may differ, their end goal is often the same—a more resilient and effective emergency management system.

We must remember that we are stronger together. The challenges we face in emergency management—whether policy changes, operational shifts, or evolving threats—require collective wisdom and cooperation. Reform should be a constructive process, one that builds rather than divides. We must engage in dialogue that fosters solutions, respects different viewpoints, and strengthens our profession. To steal from JFK, ask not what emergency management can do for you but what you can do to improve emergency management.

As we navigate these changes, let us lead with thoughtfulness, professionalism, and an unwavering commitment to the communities we serve. President Obama once said, "We are the change that we seek." Emergency management is not just about responding to crises—it is about shaping a future where communities are prepared, resilient, and supported by a system that reflects the best of our collective efforts. Let’s work together to make that happen.