Raised under bad stars: negotiating a culture of disaster preparedness

Abstract

Purpose

The ways communities have regarded disasters and natural hazards in the cultural sphere can provide a lens to inform the understanding of their ability to withstand shocks and the factors that led to such conditions. Only by tracing the complexities of creating, transmitting and preserving a culture of preparedness among disaster-vulnerable communities can researchers and practitioners claim to be working toward policy that is informed by the communities’ own experience and design policy or programming on their behalf.

Design/methodology/approach

In efforts to prevent, respond to and recover from disasters, what alternatives are available to top-down strategies for imposing expert knowledge on lay publics? How is the context of communities’ socioecological context understood in the development of programs and policy on their behalf? What can be learned from community narratives and cultural practices to inform disaster risk reduction?

Findings

I collected examples of how different communities perceive, prevent and respond to disaster through art, music and literature and analyzed how these were embedded into local narratives and how historical context influenced such approaches. My findings show that communities use cultural practices to contextualize experiences of hazards into their collective narrative; that is, storytelling and commemoration make disasters comprehensible. By incorporating such findings into existing policies and programs, institutions may be able to more effectively apply them to affected communities or build new ones around their actual needs and experiences.

Originality/value

By framing disasters as an anthropological inquiry, practitioners can better recognize the influence of a place’s nuance in the disaster management canon–guided by these details, not despite them.

Citation

Starosta, D. (2024), "Raised under bad stars: negotiating a culture of disaster preparedness", Disaster Prevention and Management, Vol. 33 No. 5, pp. 613-629. https://doi.org/10.1108/DPM-09-2023-0231