Preventing workplace fatalities is the indisputable goal of any safety management system, but too often, the system breaks down. Employers fail in their leadership roles, well-meaning safety managers approach fatality prevention from the wrong direction or employees develop feelings of invincibility and the unthinkable occurs: someone dies on the job.
Missing routine vaccines puts children at risk for preventable illnesses like measles, mumps, polio, whooping cough and tetanus. These diseases have been largely wiped out in the United States. But in recent years, the unthinkable happened; unvaccinated children caught these preventable diseases.
Preventing the Unthinkable!
The specter of economic doomsday makes war between China and the United States as unthinkable as fear of nuclear doomsday made Soviet-U.S. war. Or does it? In fact, Chinese and American military planners are thinking in exquisite detail, as they are expected to do, about how to win such a conflict. The problem is that the specific plans being concocted could make hostilities less unthinkable, and two great powers with every reason to avoid war could find themselves in one.
Such events are improbable but not implausible. Although the China-U.S. agenda is jammed with pressing issues, from cyber espionage to currency rates, time must be found to improve procedures and channels to defuse crises and avert military miscalculation, lest the unthinkable becomes unavoidable. And political leaders in each capital should not wait for a crisis before scrutinizing war-fighting plans and insisting on ones that strengthen, not weaken, stability. Given the stakes, plans to win must not be allowed to make war more likely.
Sept. 11, 2001, shifted the school crisis landscape once again, this time bringing the realization that large-scale, high-profile events can ripple across the country and require schools thousands of miles away to respond to the traumatic reactions of students, staff, and families. This understanding, combined with more than a decade of sustained war, increasingly destructive weather patterns, and continued incidents of mass violence and terrorism, have brought the possibility of experiencing the unthinkable to our doorstep.
The purpose of the preceding torture was not to break Yusuf, but rather to make it clear what would happen to his children if he did not cooperate. The official in charge of the operation demands that H bring Yusuf's children back in for further interrogation. H demands that Brody bring the children back in because her decency will give him the moral approval that he needs to do the "unthinkable". When Brody refuses to retrieve the children for H, he unstraps Yusuf, sarcastically setting him free. The official draws his pistol and aims it at H to coerce him into further interrogation. Yusuf grabs the official's gun. He asks Brody to take care of his children and kills himself. Brody walks out of the building with Yusuf's children.
An FBI bomb disposal unit arrives at one of the disclosed locations and resets the timer, preventing the bomb from going off. As the FBI is celebrating, however, behind a nearby crate, the originally unconfirmed fourth bomb's timer counts down to zero.
Emergencies come at the most inopportune times. Some are totally unexpected, others come with short warnings. Although rare, an emergency comes with the potential to wreak disaster and pose serious risk to the services provided to hematopoietic cell transplant (HCT) patients. Yet, the consequences of an emergency can be mitigated by thinking the unthinkable and having a plan for emergency preparedness in place. Each HCT center should develop a plan containing steps of mitigation, preparedness, response and recovery. This report provides the framework for a HCT-specific emergency preparedness plan that can be used by individual centers to develop customized guidelines on preparing for, responding to, and recovering from an emergency. 2ff7e9595c
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