CONCLUSION

The above and potentially other workforce development strategies cannot replace more traditional approaches. Instead, they should be seen as parts of a more holistic strategy. The strategy must be geared to expanding the pools of core, periodic, and situational hazards and disaster researchers. The strategy must evolve from collaborative efforts by stakeholders in government, academia, professional associations, and the private sector. It must approach hazards and disasters inclusively rather than separately as societal risks. Sensitive to what is known about societal response to hazards and disasters, the strategy must emphasize the need for a larger, more skilled, and more diverse social science workforce to address what is not known. While disasters remain nonroutine events in societies or their larger subsystems, the actual and potential impacts of these events equate with their increasing prominence as public policy issues. Addressing these issues will require the best efforts of social science researchers and also their willingness to collaborate with each other and their counterparts in the natural sciences and engineering.



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