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Disaster Management in the Twelve-Day Sacred Defense: A Case Study of a Military Medical Sciences University
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Ehsan Teymourzadeh   , Yasin Torabifard , Esmail Heidaranlu , Mohammad Belal , Mohsen Abbasi Farajzade , Mohsen Abbasi Farajzade * |
| Research Center, Student Research Committee, Iran University of Medical Sciences, Tehran, Iran Health Management Research Center, Baqiyatallah University of Medical Sciences, Tehran, Iran , mohsen10_fam@yahoo.com |
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Abstract: (23 Views) |
Background and purpose: The blatant aggression of the infamous Zionist regime, along with the hands of the Western colonialists, led by the criminal America, began on June 23, 1404, against the integrity of the country, military commanders, nuclear scientists, and civilians, and as a result, damage was inflicted on the country. This attack was the largest attack on Iran after the imposed war and is considered an important event in the history of the Islamic Republic of Iran. In the meantime, and in order to manage this crisis, the military health system, as a combat support and an effective lever in combat rehabilitation, has entered the crisis management cycle and has achieved significant achievements that can be used for future crises. This study examines the various aspects of managing this crisis in the field of health in a military university in order to record experiences and provide a basis for greater resilience of the military health system as a combat support.
Methods: This research was based on a qualitative study. The sample in this study was selected using a purposive sampling method with maximum diversity. The study data were categorized within the framework of the crisis management cycle. Two focus group discussions were conducted with 20 academic experts and experts in the fields of management and command, logistics, treatment management, passive defense, planning and programming, information technology, and engineering. The meeting used qualitative techniques such as brainstorming and focus group discussions to reach a consensus on lessons learned.
Findings: Studies showed that the management of this crisis in three layers of prevention and mitigation, preparedness and response, along with 10 components, are considered to be the main dimensions and components. In the meantime, prevention and mitigation with 3 components (leadership and development of emergency management, emergency policy requirements, continuous inter-organizational and intra-organizational coordination), preparedness with 6 components (continuous assessment and monitoring, development of plans and instructions, promotion and empowerment of employees, training and maneuvers, support and logistics requirements, communications and coordination), and response with 3 components (activation of response, integrated communications and permanent monitoring and surveillance when declaring normal status, and rehabilitation, organizational memory and learning) were counted and categorized as the main dimensions in the management of the 12-day war crisis at this university.
Conclusion: Recording experiences and lessons learned to prevent the repetition of previous mistakes and strengthen positive points can act by creating scientific solutions to the organizational culture and transforming the university into a learning organization. Recording lessons learned actually means preventing a return to past vulnerabilities and building better in emergency situations, and is certainly considered an effective tool in crisis management.
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| Keywords: Crisis management, war, health, University of Medical Sciences, Sacred Defense |
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Type of Study: Original Article |
Subject:
Marine Medicine
Received: 2026/06/8 | Accepted: 2026/06/8 | Published: 2026/09/20
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Teymourzadeh E, Torabifard Y, Heidaranlu E, Belal M, Abbasi Farajzade M, Abbasi Farajzade M. Disaster Management in the Twelve-Day Sacred Defense: A Case Study of a Military Medical Sciences University. J Mar Med 2026; 8 (2) :138-146 URL: http://jmarmed.ir/article-1-566-en.html
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