Eric McNulty

Leadership During the Boston Marathon Bombings: A Qualitative After-Action Review.

OBJECTIVE On April 15, 2013, two improvised explosive devices (IEDs) exploded at the Boston Marathon and 264 patients were treated at 26 hospitals in the aftermath. Despite the extent of injuries sustained by victims, there was no subsequent mortality for those treated in hospitals. Leadership decisions and actions in major trauma centers were a critical factor in this response. METHODS The objective of this investigation was to describe and characterize organizational dynamics and leadership themes immediately after the bombings by utilizing a novel structured sequential qualitative approach consisting of a focus group followed by subsequent detailed interviews and combined expert analysis. RESULTS Across physician leaders representing 7 hospitals, several leadership and management themes emerged from our analysis: communications and volunteer surges, flexibility, the challenge of technology, and command versus collaboration. CONCLUSIONS Disasters provide a distinctive context in which to study the robustness and resilience of response systems. Therefore, in the aftermath of a large-scale crisis, every effort should be invested in forming a coalition and collecting critical lessons so they can be shared and incorporated into best practices and preparations. Novel communication strategies, flexible leadership structures, and improved information systems will be necessary to reduce morbidity and mortality during future events.

The Role of Bystanders in Mass Casualty Events: Lessons from the 2010 Haiti Earthquake

The Role of Bystanders in Mass Casualty Events: Lessons from the 2010 Haiti Earthquake In routine emergencies, official emergency organizations bear the responsibility to manage the event and treat the wounded. The principal role for bystanders is to alert the appropriate emergency organizations. In mass casualty events (MCE), bystanders are the first responders. Research conducted among rescues in the immediate aftermath of the 2010 Haiti earthquake indicates that bystanders can be an effective complement to professional rescue forces and a necessary substitute when professionals lack sufficient surge capacity. Policy makers and planners may be able to save lives and elevate resilience by sharing emergency preparedness responsibility with the general public.