Crowd Control by John Drury

¶ … Crowd control" by John Drury and Stephen D. Reicher According to the article "Crowd control" by John Drury and Stephen D. Reicher from Scientific American, despite the expectation that crowds tend to panic during disasters, evidence suggests that people are able to behave intelligently and even altruistically during a crisis. Second summary of "Crowd control" by John Drury and Stephen D. Reicher According to the article "Crowd control" by John Drury and Stephen D.

Reicher from Scientific American, despite the expectation by emergency workers that crowds tend to panic during disasters, evidence suggests that people are able to behave intelligently during a crisis. Emergency workers must learn to use this to their advantage and not fall prey to the myth that people suddenly turn into a panicked mob that must be managed in a defensive manner. Crowds should be seen as being composed of potential first responders who can help.

Socially responsible, altruistic behaviors are often manifested during national disasters and recent news events tell the tales of many ordinary heroes who helped others during crisis situations and kept a cool head. Third summary of "Crowd control" by John Drury and Stephen D. Reicher According to the article "Crowd control" by John Drury and Stephen D. Reicher from Scientific American, despite the expectation by emergency workers that crowds tend to panic during disasters, evidence suggests that people are able to behave intelligently during a crisis.

Emergency workers must learn to use this to their advantage and not fall prey to the myth that people suddenly turn into a panicked mob that must be managed in a defensive manner. Crowds should be seen as being composed of potential first responders who can help. Socially responsible, altruistic behaviors are often manifested during national disasters and recent news events tell the tales of many ordinary heroes who helped others during crisis situations and kept a cool head.

Despite historical evidence, the crowd management science of mathematicians and engineers tends to assume that crowds of people have a herd mentality that precludes crowds using rational judgment. Yet the tragedy of September 11, 2001, tells many stories of people behaving in an orderly fashion, to maximize the chance that more lives would be saved. The media has created an image of 'mob panic' -- such as panic buying at Christmas or before a storm. But during actual times of crisis, people often rise to the occasion.

Physical barriers, rather than human panic, tend to cause losses of life during major disasters, such as the Chicago Theater and Coconut Grove Theater Fires of 1903 and 1942. Psychological virtual reality experiments support such historical examples, and further suggest there is a shift in focus from 'me' to 'we' during times of stress and need. During the London Underground bombings of 2005, charity and altruistic behavior was manifested by many bystanders and victims of the attack.

Instead of blaming the victims for panicking, state the authors, we should celebrate such ordinary heroes who.