Operationalisierung der regionalen Verwundbarkeit der ...

Ähnlich resümieren Patterson et al. (2010) mit Bezug auf Hurrican Cathrina und in Hinblick
auf die Bedeutung von Sozialkapital in der Community-Resilienz im Allgemeinen: "On the
positive side, well functioning community organizations have the trust of their members and
possess the moral authority to urge cooperative behavior and teamwork that government
lacks. They also have strong abilities to assess needs and distribute goods and services
efficiently and equitably. Thus, observers often stress the importance of including
communities in disaster response and creating meaningful partnerships between
communities and government agencies." (Patterson et al. 2010: 138)
Ein ähnliches Resümee zieht Murphy (2007) aus dem Vergleich von Blackouts in Kanada
und USA: "This paper distinguishes between two types of emergency management at the
local scale—municipal government responsibilities and community-level initiatives. It argues
that these are interdependent, but separate aspects of emergency management.
Communities, whether or not tied to particular places, are posited as being key, but often
overlooked resources in both proactive and reactive phases of emergency management. Of
particular importance within communities are the social capital resources (networks of strong
and weak ties) that may work to improve a community’s resilience to risks and hazards. Two
cases studies, the 2003 electricity power blackout in the eastern parts of both Canada and
the United States and the 2000 water-borne disaster in Walkerton are utilised to demonstrate
the concepts developed in the paper." (Murphy 2007: 297)
Sozialkapital ist auf verschiedene Weise für Community-Resilienz relevant. Ein wichtiger
Aspekt - neben anderen - besteht darin, dass die Fähigkeit zur kollektiven Problemlösung vor
allem vom Sozialkapital abhängt. Kollektive Problemlösungsfähigkeiten sind für Resilienz
von entscheidender Bedeutung, weil gerade die Komplexität gravierender Krisen die
Möglichkeiten der Top-Down-Steuerung übersteigt, wie Norris et al. die diesbezügliche
Literatur resümieren: "Endangered communities must be able to learn about their risks and
options and work together flexibly and creatively to solve problems. Longstaff (2005) argued
that the capacity to acquire trusted and accurate information, to reflect on that information
critically, and to solve emerging problems is far more important for community resilience than
is a detailed security plan that rarely foresees all contingencies (see also Comfort 2005;
Handmer and Dovers 1996). This point brings us to Community Competence, which we view
as the networked equivalent of human agency, a term that is more broadly applicable across
levels of analysis. Community competence has to do with collective action and decisionmaking,
capacities that may stem from collective efficacy and empowerment." (Norris et al.
2008: 141) Ähnlich sehen dies Cutter et al. (2008), die Kommandostrukturen als die
Community-Resilienz schwächend bewerten (Cutter et al. 2008: 604).
Dies wird empirisch gestützt, etwa durch Forschung zur Resilienz gegenüber Tsunami
Ereignissen, zum Beispiel von Berke et al. (2008): "Findings indicate that social capital
represents a potential for collective action, but design of aid programmes may prevent such
action. Programmes that emphasised bottom-up aid delivery mobilised local social capital
and directed it toward obtaining resources that fit local needs and capabilities. Alternatively,
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