Destination Recovery Services

Helping the travel industry PREPARE for and RECOVER from disaster.

Disaster as a Catalyst for Positive Change

A common theme that recurred throughout the literature review as well as the case study was the potential a disaster or crisis creates for positive change, whether through more sustainable redevelopment, product repositioning, or better emergency preparedness. Faulkner (2001), Burnett (1998), and Kash and Darling (1998) have all noted the ability of crises or disasters to act as turning points for destinations and businesses. Faulkner (2001, p. 137) notes ‘‘…crises and disasters have transformational connotations, with each such event having potential positive (e.g. stimulus to innovation, recognition of new markets, etc.), as well as negative outcomes.’’ In the case of Phi Phi Island after the tsunami, Hainsworth (2006, p.3) made the following observation: “Many mentioned that the disaster also presented a new opportunity to make tourism development better, more environmentally sensitive and socially responsible: tourism that is more socially and environmentally responsible, but moreover, tourism development that celebrates nature and local people. An opportunity for a new beginning is here, and should not be missed or rushed over.”

One positive outcome, as proposed by Burnett (1998), is that heroes or leaders emerge and help direct the destination or organization back to normality or an improved state. An improved state is possible because those involved can apply what they have learned from negative situations and make policy changes or adapt and modify strategies that did not work effectively (Ritchie, 2004). Ritchie (2004) proposed that during the resolution stage of crisis or disaster, an opportunity exists for a feedback loop back to proactive planning and prevention.

Faulkner (2001) places this idea in the framework of chaos theory, which positions chaos not as a destructive process, but as a creative force with potential for innovative new creations emerging from the ruins. He believes that some shocks have lingering effects and, in terms of the chaos framework, systems are usually at the edge of chaos and one event can begin a series of positive feedback loops which make it impossible to return to the pre-crisis status quo. Faulkner (2001) noted the potential for crisis to produce a more vigorous and adaptable tourism industry in the affected destination. In the aftermath of the Mt St Helens eruption, recovery measures put in place (due to the emergency) led to additional resources being devoted to tourism development in the affected area, which was a net improvement over pre-disaster conditions. Often, the site of the disaster becomes an attraction in its own right (Faulkner, 2001).

Bierman (2003) also supports the idea that much good can come from a crisis, and agrees with Faulkner that the scene of a battle, crime or natural disaster often becomes a tourist attraction in and of itself and provides examples all over the world. Ritchie (2004) agrees that crises can have enormous potential for creative improvements; he points out that the Australian Tourist Commission discovered an over reliance on Asian markets during the Asian Economic Crises of 1997–1998. Upon discovering this flaw in their marketing efforts, they quickly redistributed resources, increasing their marketing efforts to New Zealand, Europe and North America (Ritchie, 2004).

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