What “Applied Case Exercises” Are and Why They Matter
Applied case exercises are structured practice scenarios that simulate the decisions people must make when an earthquake occurs nearby, when a sequence evolves over days, or when new information changes what is reasonable to do next. The goal is not to “predict” earthquakes. The goal is to interpret event information quickly, recognize what is known versus uncertain, and choose practical actions that reduce harm and disruption. In real life, decisions are made under time pressure, with incomplete data, and with competing priorities (safety, continuity of operations, public confidence, limited resources). These exercises train a repeatable decision workflow so that you do not start from scratch each time.
In this chapter, you will work through multiple case formats: (1) rapid interpretation of an initial event notice, (2) evolving sequence updates, (3) conflicting reports and rumor control, (4) operational decisions for facilities and community services, and (5) documentation and handoff so that actions remain consistent across shifts and teams. Each case includes a step-by-step method you can reuse, plus practical decision outputs (what to do now, what to monitor, what to communicate, and what to avoid).
A Reusable Decision Workflow (Use This in Every Case)
Step 1: Capture the “Event Card” (60–120 seconds)
Create a one-paragraph event card from the best available source(s). Keep it short and factual. Include only what you can verify.
- Time (local and UTC if you use both)
- Location (place name + coordinates if available)
- Depth (if available)
- Size estimate (whatever the source provides)
- Who reported it (agency, network, app, internal sensor)
- Immediate impacts reported (power, injuries, visible damage) with source tags
Practical rule: if you cannot name the source, do not treat it as confirmed.
Step 2: Identify the Decision Domain
Different decisions require different thresholds. Write down which domain you are in, because it determines what “good enough” information looks like.
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- Life safety (evacuation, sheltering, search and rescue support)
- Facility safety (re-entry, shutdown, inspections)
- Service continuity (schools, clinics, water, transport)
- Public communication (what to say, when, and how often)
- Resource staging (staffing, equipment, mutual aid)
Step 3: Convert Information into Action Triggers
Action triggers are pre-agreed conditions that prompt a specific action. In an exercise, you may not have formal triggers yet; you can still practice creating them. Examples: “If shaking was strong enough to knock items off shelves in our area, we do a rapid building check before re-entry,” or “If there are credible reports of structural damage in our service area, we activate the damage assessment team.”
Step 4: Choose Actions in Three Time Horizons
- Now (0–30 minutes): protective actions, immediate checks, initial message
- Next (30 minutes–6 hours): inspections, staffing, situational awareness updates
- Later (6–72 hours): sustained operations, fatigue management, documentation, follow-up messaging
Step 5: Document Assumptions and Uncertainties
Write down what you assumed and what you do not know. This prevents “decision drift” when new people join the response. It also helps you revise actions when updated information arrives.
Step 6: Set a Review Timer
Decisions should have an explicit review time: “Reassess in 20 minutes when the next agency update posts,” or “Reassess after the first facility walk-through.” This keeps you responsive without being reactive to every rumor.
Case Exercise 1: The First Notice (Rapid Interpretation and Immediate Actions)
Scenario
It is a weekday morning. People in your community report a sudden jolt and a few seconds of shaking. Within 2 minutes, a notification appears: “Earthquake detected near Town A.” No other details yet. Social media shows photos of fallen items in a grocery store. A staff member asks: “Do we close the community center and cancel today’s programs?”
Step-by-step
1) Build the event card. Time: now; Location: “near Town A” (unconfirmed); Size: unknown; Source: app alert; Impacts: fallen items photo (unverified).
2) Define the decision domain. Facility safety and service continuity for the community center.
3) Use conservative, low-cost immediate actions. When details are missing, choose actions that reduce risk without causing unnecessary disruption.
- Initiate “drop, cover, hold on” reminder if shaking continues or aftershocks occur.
- Pause activities for 5–10 minutes to check for hazards: gas odor, sprinkler activation, broken glass, ceiling tile displacement, blocked exits.
- Account for staff and participants; treat injuries.
- Restrict access to any area with visible damage until checked.
4) Decide on closure vs. controlled operation. Use a simple trigger: if there is any sign of structural distress (new cracks that widen, doors jammed, ceiling sagging, significant falling debris), close and request professional inspection. If there is no visible damage and utilities are normal, continue with heightened awareness and a plan for rapid evacuation if conditions change.
5) Set a review timer. Reassess in 15 minutes when the first official event parameters are likely to be posted.
6) Draft a short internal message. “We felt shaking. We are pausing programs for a safety check. Please stay clear of shelves and windows. We will update in 15 minutes.”
Instructor notes (what this case trains)
- Separating “unknown” from “false”
- Choosing reversible actions first
- Using simple facility triggers rather than waiting for perfect event details
Case Exercise 2: Conflicting Reports (Handling Uncertainty Without Freezing)
Scenario
Ten minutes later, one source reports a moderate event at shallow depth; another reports a smaller event deeper. A local influencer posts: “Huge quake, expect a bigger one any minute.” Parents begin calling the school office asking if they should pick up children.
Step-by-step
1) Update the event card with versioning. Record each source and its parameters as “Version A” and “Version B.” Do not average them. Note: “Parameters may change as networks refine solutions.”
2) Decide what decisions actually depend on the exact numbers. For school pickup decisions, the key factors are: current building condition, ongoing hazards, and the school’s reunification plan—not the exact depth estimate.
3) Apply a “two-channel verification” rule for high-impact actions. For actions that cause major disruption (mass dismissal, evacuation to offsite location), require confirmation from at least two reliable channels (e.g., official agency + your own facility observations, or agency + trusted local emergency management bulletin).
4) Control rumors by replacing them with a stable message. Provide a short, repeatable statement that acknowledges uncertainty and states what you are doing.
- What happened: “We experienced an earthquake; agencies are updating details.”
- What we are doing: “We completed a safety check; no major damage observed / we are restricting access to damaged areas.”
- What families should do: “Do not rush to the campus unless instructed; roads must remain clear. If we initiate reunification, we will use the established pickup process.”
- When next update: “Next update at 10:30.”
5) Prepare for aftershocks operationally (without making promises). Move students away from unsecured shelves, stage first aid kits, ensure staff know evacuation routes, and assign a person to monitor official updates.
Practical deliverable
Create a one-page “Rumor Control Script” for your organization with three approved phrases: one for uncertainty, one for safety actions underway, and one for where to get updates.
Case Exercise 3: Sequence Escalation (When a Larger Event Occurs After a Smaller One)
Scenario
Over the next 12 hours, several additional events occur. Then a stronger event is felt widely. Your small business has a warehouse with tall shelving. Staff want to know whether to resume shipping operations tonight.
Step-by-step
1) Reframe the situation as an evolving sequence. Your decision is no longer about a single event; it is about sustained elevated shaking potential over the next day(s). That changes staffing, fatigue, and inspection needs.
2) Identify “critical failure modes” for your site. For a warehouse: rack stability, falling inventory, sprinkler piping, forklift routes blocked by debris, and power interruptions affecting loading docks.
3) Conduct a targeted rapid inspection before resuming operations. Use a checklist that focuses on high-consequence items.
- Racks: look for leaning frames, popped anchors, bent bracing, shifted pallets
- Aisles: remove debris; confirm clear egress
- Overhead: lights, signs, ceiling elements, sprinkler heads
- Utilities: gas odor, electrical panel anomalies, water leaks
- Exterior: cracks that appear new and significant, falling parapets, damaged loading bay structures
4) Decide on operational posture (green/yellow/red). Use a simple three-level system tied to actions.
- Green: no damage observed; resume with heightened awareness; secure loose items
- Yellow: minor non-structural issues; resume limited operations; restrict certain aisles; increase monitoring
- Red: structural concerns or repeated falling hazards; stop operations; professional evaluation required
5) Add an aftershock safety protocol for night shifts. Assign a “shaking lead” who calls protective action, ensures headcounts, and pauses forklift movement during shaking. Require hard hats in designated zones if overhead hazards exist.
6) Communicate decisions with reasons. “We are in Yellow posture due to shifted pallets in aisles 3–4. Shipping resumes for bays 1–2 only. Reassess at 06:00 after rack contractor review.”
Case Exercise 4: Lifeline Disruption (Water, Power, and Access Constraints)
Scenario
Following the event, parts of town lose power and water pressure is low. Roads are congested. A clinic must decide whether to remain open for urgent care or close and redirect patients.
Step-by-step
1) Separate building safety from service capability. A safe building does not guarantee safe operations if water, sanitation, or backup power is insufficient.
2) Identify minimum operating conditions. For a clinic, define the minimum needed for safe care: lighting, refrigeration for medications, sanitation, communications, and staff availability.
3) Triage services, not just patients. Decide which services can continue under constraints.
- Continue: basic first aid, wound care, prescription refills if systems allow
- Pause: procedures requiring sterile water or imaging if power is unstable
- Redirect: high-acuity cases to hospitals if transport routes are viable
4) Implement a “front-door protocol.” Post staff at entry to screen for urgent needs, prevent overcrowding, and provide clear instructions. If you cannot post signs, use staff scripts and a single controlled entry point.
5) Coordinate with external partners. Establish one person to contact local emergency management or health network coordination for situational updates and resource requests. Track what you asked for and when.
6) Communicate operational status in a stable cadence. “Clinic open for limited urgent care until 18:00 pending generator fuel. Next status update at 16:00.”
Case Exercise 5: Community Decision-Making Under Partial Damage Reports
Scenario
Reports come in: a few older buildings have cracked masonry; a bridge is under inspection; some neighborhoods report strong shaking but no visible damage. A community leader asks whether to open an emergency shelter tonight “just in case.”
Step-by-step
1) Define the purpose of the shelter. Shelters are for people who cannot safely stay in their homes or who lack basic necessities. “Just in case” is not a purpose; identify the expected population: displaced residents, people afraid to re-enter, medically fragile needing power, travelers stranded.
2) Estimate demand using observable indicators.
- Number of red-tagged/unsafe homes reported by credible sources
- Extent of utility outages and expected restoration time
- Weather conditions (cold/heat/rain) that increase risk for those outdoors
- Transportation constraints that prevent people from reaching alternatives
3) Choose a scalable option first. Instead of fully opening a large shelter immediately, consider a staged approach.
- Stage staff and supplies at the site
- Open a small “warming/cooling and information point” with limited hours
- Expand to overnight shelter if demand indicators cross a threshold
4) Set explicit triggers for escalation. Example triggers: “If more than X households are confirmed displaced,” “If outage exceeds Y hours,” “If temperatures fall below Z,” “If official damage assessment indicates widespread habitability issues.”
5) Communicate what the shelter is and is not. Clarify eligibility, hours, what to bring, pet policy, and transportation options. Avoid implying that a larger earthquake is expected; focus on current needs and safety.
Case Exercise 6: Making a Re-Entry Decision for a Public Building
Scenario
A library experienced shaking. Books fell, ceiling tiles shifted in one corner, and a few patrons are anxious. The building is a key community resource for charging devices and accessing information. The question: reopen today or keep closed pending inspection?
Step-by-step
1) Conduct a hazard-based walk-through. Focus on what can injure people immediately: falling objects, glass, unstable shelving, blocked exits, and any signs of structural distress.
2) Reduce hazards before reopening.
- Clear aisles and exits
- Restrict access to damaged ceiling area with tape/barriers
- Stabilize or remove unstable shelving contents
- Move seating away from tall bookcases and windows
3) Decide on partial reopening. If only one zone is affected, reopen unaffected areas with controlled occupancy. Keep staff posted to enforce restricted zones.
4) Add an “aftershock posture.” Brief staff: where to direct patrons during shaking, how to pause entry, how to handle panic, and how to perform a headcount.
5) Document and request follow-up inspection. Take photos of damage, record locations, and request professional evaluation for the affected corner. Documentation supports consistent decisions if conditions worsen later.
Case Exercise 7: Data-to-Decision Drill (Timed Tabletop Format)
How to run the drill
This is a facilitator-led tabletop exercise designed for a team of 4–12 people. It trains rapid synthesis and consistent decision-making. You can run it in 45–60 minutes.
Materials
- Printed or digital “inject cards” (updates released at set times)
- One shared decision log (whiteboard or document)
- Role assignments: Incident Lead, Safety Lead, Operations Lead, Communications Lead, Liaison
Procedure (step-by-step)
1) Start clock (T+0). Provide Inject 1: initial event notice and a few community observations.
2) Team produces three outputs in 5 minutes.
- Event card (current best facts)
- Immediate actions (Now)
- First public/internal message (two sentences)
3) Inject 2 (T+10). Provide updated parameters, plus a report of minor damage at one facility.
4) Team updates triggers and posture. Decide green/yellow/red for each facility or service. Assign tasks and set review timers.
5) Inject 3 (T+20). Provide rumor or conflicting report, plus a utility disruption.
6) Team produces a rumor-control statement and a service triage plan.
7) Inject 4 (T+35). Provide an aftershock felt strongly, plus a request from a partner organization for assistance.
8) Team decides resource allocation and mutual aid stance. Document what you can commit, what you cannot, and what information you need before committing more.
9) Facilitator scores consistency. Did actions match triggers? Were uncertainties documented? Did messages avoid speculation?
Decision log template
Time: ____ Source(s): ____ Event card version: ____ Confidence: Low/Med/High Actions NOW: - ____ - ____ Actions NEXT: - ____ - ____ Actions LATER: - ____ - ____ Triggers to watch: - ____ - ____ Uncertainties/assumptions: - ____ - ____ Next review time: ____ Owner: ____Common Decision Pitfalls to Practice Avoiding
Overreacting to single data points
One dramatic photo or one unverified post can drive unnecessary closures or panic. Practice requiring verification for high-impact actions while still taking low-cost safety steps immediately.
Waiting for perfect information
Delaying basic safety checks because “we don’t know the exact details yet” wastes time. Practice acting on what you can observe locally while monitoring for updates.
Mixing technical uncertainty with operational indecision
It is acceptable to say “details are being refined.” It is not acceptable to leave people without guidance. Practice pairing uncertainty statements with clear actions underway.
Failing to set review times
Without a review timer, teams either forget to update decisions or chase every new rumor. Practice scheduled reassessment points.
Not documenting assumptions
When shifts change, undocumented assumptions become “facts.” Practice writing down what you assumed and why.
Practice Pack: Mini-Scenarios for Independent Work
Mini-scenario A: Nighttime residential reports
Residents report a loud boom and brief shaking at 02:10. No official notice for 8 minutes. Draft: (1) event card, (2) immediate safety guidance for residents, (3) what you will monitor for the next hour.
Mini-scenario B: School day disruption
Shaking occurs during lunch. A few students are crying; one staff member reports a cracked wall tile. Draft: (1) actions in the first 10 minutes, (2) criteria for keeping students on campus vs. reunification, (3) a parent message with a scheduled update time.
Mini-scenario C: Small-business continuity
A café has broken glass and a minor water leak under a sink. Decide: (1) immediate closure or partial service, (2) cleanup and hazard controls, (3) reopening trigger and messaging to customers.
Mini-scenario D: Community event decision
A planned evening gathering is scheduled outdoors. The morning quake caused minor damage downtown but no injuries. Decide: (1) whether to proceed, (2) what safety measures to add, (3) what you will tell attendees about aftershocks and exits.
