The present study examined the accounts of principals of 31 elementary and junior high schools in the Japanese prefectures of Iwate, Miyagi, and Fukushima who took part in emergency response efforts in schools during the Great East Japan Earthquake. The content of their actions was categorized and organized according to the four stages of an emergency decision-making model known as at the OODA Loop(consisting of “Observation”, “Orientation”, “Decision”, and “Action”).
From the results, the following observations were identified as factors that impede smooth progression through the stages of the OODA Loop(i.e., necessitate more time for decision-making). First, at the Observation stage, collection of information became difficult due to power outages, and principals and teaching staff did not take the initiative to gather information on their own. Second, at the Orientation stage, it was impossible to apprehend the “actual situation”, as well as its ramifications, due to failure to gather information immediately after the disaster, and there was a lack of “planning” or preparations based on prior assumptions due to the incompleteness of disaster-response manuals and training among other reasons.Third, at the Decision stage, options for potential actions were not immediately clear, available options for actions were limited, and actions once taken were not or could not be changed, or the unconscious decision to “do nothing” continuously prevailed. Fourth, at the Action stage, a specific action either became the entire focus of action, or else actions, once taken, were continuously second-guessed and changed.
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