Natural Disaster Preparedness Planning: Synchronizing Artificial Intelligence with a New Set of Leadership Skills for Generating an Inclusive Strategy in a Remote Workplace

James L. Morrison


An increasing number of major hurricanes, flooding, and wildfires has introduced an unusual amount of uncertainty and thus changes in our daily lives. However, one positive outcome is that they have also resulted in new opportunities to re-examine past approaches for planning to survive a natural disaster. A critical behavior practiced by inclusive leaders is to seek new ideas and perspectives from co-workers who have different values, expectations, and goals. Being receptive to different views enables organizational leaders to challenge the way they personally perceive how future practices and policies can be designed when planning to survive a natural disaster. However, particularly in the private sector, one sobering account has been the social cost of not convening face-to-face in our daily working environments whereby a free exchange of ideas is less likely to occur. This purpose of this theoretical paper is to propose a new skill set for those leaders working with remote co-workers when designing a plan for natural disaster preparedness for their organizations.

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