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I'm interested in better understanding the ongoing geological processes that shape St. Louis and the Mississippi Valley region. So far, I've been looking into the history of seismicity in the region, focusing on the fascinating but little known history of the New Madrid earthquakes of 1811 and 1812 -- the most devastating earthquakes to have hit the US east of the Rockies. I've also been exploring how St. Louis and surrounding areas are dealing with the possibility of another earthquake occurring in the future. According to one article I read, one of the biggest uncertainties is what would happen to the heavily engineered Mississippi River in the case of another major tremblor. The shaking could break the levees, flooding wide areas along the river and creating cascading effects. The flow of the river might also reverse completely, as occurred during the New Madrid earthquakes.

On these possibilities and the lack of scientific consensus surrounding intraplate seismicity in this zone, see this article in The Atlantic.

On current efforts to create earthquake hazard maps in St. Louis, see this overview on the US Geological Survey site.

For a deeper dive into the history of the New Madrid earthquakes, see this book by historian of science Conevery Bolton Valencius. 

Emily Goldmann, PhD, MPH, is an Assistant Research Professor of Global Public Health at the College of Global Public Health. Her work focuses on social and environmental determinants of mental health conditions such as posttraumatic stress disorder and depression, as well as the mental health consequences of acute health events. She believes that context is important when thinking about mental health conditions and that the causes of mental illnesses are embedded in all aspects of life. She has also worked as an epidemiologist at the NYC Dept of Health and Mental Hygiene in the Bureau of Adult Mental Health following Hurricane Sandy. 

Sandro Galea, MD, MPH, DrPH is a physician and epidemiologist. He is the Robert A. Knox Professor and Dean at the Boston University School of Public Health. He has served as the Anna Cheskis Gelman and Murray Charles Gelman Professor and Chair of the Department of Epidemiology at the Columbia University Mailman School of Public Health. He has also held leadership positions at the University of Michigan and at the New York Academy of Medicine. His interests lie in the social production of health of urban populations, with a focus on the causes of brain disorders such as mood-anxiety disorders and substance abuse. He also works on the consequences of mass trauma worldwide. He has published over 600 scientific journal articles, 50 chapters, and 10 books and has received funding from NIH and CDC. His medical degree is from the University of Toronto, and his graduate degrees are from Harvard and Columbia with an honorary doctorate from the University of Glasgow. He has held several prestigous leadership positions. 

The system relies on its developers, as mentioned, for support and information. They are also responsible with creating updated versions in order to provide better functionality, but also keep the information up-to-date and accurate. 

1. Schmid discusses the aftermath of Fukushima and how the workers at the plant lacked expertise in handling this type of disaster, and as a result, retreated. This is an example of the lack of knowledge among workers and lack of an action plan in case a disaster such as the one that occured happens.

2. Schmid points out how world leaders are recognizing the need for a unified and consice nuclear emergency response plan. One of the leaders include Russian nuclear operator, who suggested that international law should force countries operating nuclear plants to abide by international safety standards. 

3. She also points out how executives in the nuclear industry create many rules in order to control the workers. They don't necessarily analyze when, why, and by whom rules are broken, but instead implement more rules. When rule-beinding or judgement calls are made, executives try to conceal them instead of learn from them, which is part of the issue at hand. Improvisation is very important. Especially when it emphasizes the expertise of the executives. During an emergency, improvisation would show what experts have experienced and how well they can lead and cooperate.