Professional conduct of scientists during volcanic crises

Citation
C. Newhall et al., Professional conduct of scientists during volcanic crises, B VOLCANOL, 60(5), 1999, pp. 323-334
Citations number
24
Categorie Soggetti
Earth Sciences
Journal title
BULLETIN OF VOLCANOLOGY
ISSN journal
02588900 → ACNP
Volume
60
Issue
5
Year of publication
1999
Pages
323 - 334
Database
ISI
SICI code
0258-8900(199902)60:5<323:PCOSDV>2.0.ZU;2-O
Abstract
Stress during volcanic crises is high, and any friction between scientists can distract seriously from both humanitarian and scientific effort. Fricti on can arise, for example, if team members do not share all of their data, if differences in scientific interpretation erupt into public controversy, or if one scientist begins work on a prime research topic while a colleague with longer-standing investment is still busy with public safety work. Som e problems arise within existing scientific teams; others are brought on by visiting scientists. Friction can also arise between volcanologists and pu blic officials. Two general measures may avert or reduce friction: (a) Nati onal volcanologic surveys and other scientific groups that advise civil aut horities in times of volcanic crisis should prepare, in advance of crises, a written plan that details crisis team policies, procedures, leadership an d other roles of team members, and other matters pertinent to crisis conduc t. A copy of this plan should be given to all current and prospective team members. (b) Each participant in a crisis team should examine his or her ow n actions and contribution to the crisis effort. A personal checklist is pr ovided to aid this examination. Questions fall generally in two categories: Are my presence and actions for the public good? Are my words and actions collegial, i.e., courteous, respectful, and fair? Numerous specific solutio ns to common crisis problems are also offered. Among these suggestions are: (a) choose scientific team leaders primarily for their leadership skills; (b) speak publicly with a single scientific voice, especially when forecast s, warnings, or scientific disagreements are involved; (c) if you are a wou ld-be visitor, inquire from the primary scientific team whether your help w ould be welcomed, and, in general, proceed only if the reply is genuinely p ositive: (d) in publications, personnel evaluations, and funding, reward ra ther than discourage teamwork. Models are available from the fields of part icle physics and human genetics, among others.