Three widely cited investigations of the Fukushima disaster — one by the Japanese government, one by an independent team of experts in Japan and a third by The Carnegie Endowment for International Peace — have now concluded that the nuclear disaster of March 2011 was not, as it first seemed, the inevitable result of events no one could have predicted.
“It was a profoundly man-made disaster that could and should have been foreseen and prevented,” said Kiyoshi Kurokawa, chairman of the Fukushima Nuclear Accident Independent Investigation Commission, established by the National Diet of Japan.
In an effort to understand what went wrong and what lessons in leadership the tragedy can offer, leaders directly and indirectly involved in the disaster spoke candidly at the Tokyo panel on Fukushima sponsored by Wharton’s Initiative for Global Environmental Leadership (IGEL). Based on their presentations in Tokyo and the analyses of others in Japan and elsewhere, three areas emerge as essential to leadership in a crisis: preparation for emergencies, leadership style and communications.
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