如何在災難中存活？
How to Survive A Disaster?
時代雜誌 二ｏｏ八年六月九日 第40頁
TIME June 9 2008, pp40
作者 愛曼達.雷普利
Amanda Ripley
翻譯 楊凱雯
（未授權 個人翻譯 勿散播謝謝）
(Unauthorised translation, DO NOT distribute)
災難變得越來越頻繁，人類也付出更多的代價。其實，有很多方法可以增加我們存活的機會（而且現在就可以做！）
Disasters are becoming more frequent and more costly. But here are steps all of us can take-right now- to improve our chances of survival
每當我們聽見有人在災難如飛機失事或地震後存活，我們大多會認為這些人很幸運。要不是他們剛好坐在倒塌大樓的對街，他們早就死了。我們感嘆災難無法預測及人生無常。
When a plane crashes or the earth shakes, we tend to view the survivors as the lucky ones. Had they been in the next seat or the apartment across the street, they would have perished. We marvel at the whimsy of the devastation.
最近在中國發生的地震，緬甸的颶風，當然還有美國各地的龍捲風與野火，在在提醒我們災害是人類社會的一部份。依據居住地區的不同，我們或多或少都會面臨
災害。
The recent earthquake in China and the cyclone in Burma, not to mention the battery of tornadoes and wildfires ripping through the US this season, remind us that disasters are part of the human condition. We are more or less vulnerable to them, depending where we live.
然 而，存活並不只是出於好運。儘管面臨嚴重的災害，我們仍能做更多超過你想像的事情預防並在災害中存活。除了一些實質上的準備，例如地震來時關掉正在燒水的 爐子，或是在飛機起飛前閱讀安全指示，還有精神狀態的準備。每個人都有我所謂的“災害人格“，在我們面臨危機時出現。災害人格顯示出我們真正的內在。事實 上，我們可以修正這個人格，並教導我們的大腦如何更快速，更有智慧的反應。
But survival is not just a product of luck. We can do far more than we think to improve our odds of preventing and surviving even the most horrendous of catastrophes. It’s a matter of preparation- bolting down your water heater before an earthquake or actually reading the in-flight safety card before takeoff- but also of mental conditioning. Each of us has what I call a “disaster personality,” a state of being that takes over in a crisis. It is at the core of who we are. The fact is, we can refine that personality and teach our brains to work more quickly, maybe even more wisely.
人類具有基本的求生技能。例如害怕時，我們的身體分泌荷爾蒙促進血液流進四肢以幫助我們逃離敵人。但是現代人常常忘記了這些技能，更不曾去理解並發展他們。
Humans are programmed with basic survival skills. When frightened, we get a shot of performance-enhancing hormones, and the blood pumps to our limbs to help us outrun whatever enemy we face. Bu in modern times, we’re hardly aware of such natural skills, and most of us do little to understand or develop them.
我們可以，比如說，在災害發生 前做更好的判斷。跟過去的人相比，我們有科技優勢與知識來預測災害可能的發生地點。然而我們並沒有去正視這些危機。我們在龍捲風路徑及斷層帶上蓋大樓，似 乎以為大自然會因為我們的勇敢而退卻並放人類一馬。另外，我們依賴遙遠的供應商網路提供我們諸如食物及保暖設備等生活必需品。如果停電的話，大多數在摩天 大樓中的人不知道樓梯在哪裡。如果沒有渥瑪超市，我們無法存活超過一星期。從六月一日起是龍捲風季節，而預報顯示這會是有史以來最多龍捲風的夏天。但是大 多數的人的事前準備只有向上天祈禱自己可以渡過難關而已。
We could, for example, become far better at judging threats before catastrophe strikes. We have technological advantages that our ancestors lacked, and know where disasters are likely to occur. And yet we flirt shamelessly with risk. We construct city skylines in hurricane alleys and neighborhoods on top of fault lines- as if nature will be cowed by our audacity and leave us be. And we rely on a sprawling network of faraway suppliers for necessities like warmth and food. If the power cuts off, many of us still don’t know where the stairs are in our skyscrapers, and we would have trouble surviving for a week withoutWal -Mart. Hurricane season starts June 1, and forecasters predict a worse-than average summer. But for many of us, preparation means little more that crossing our fingers and hoping to live.
其實有許多相關 知識值得我們去了解。危機專家知道我們可以如何克服自己的盲點並做出更聰明的選擇。許多人在研究室或其他地方研究極端壓力下人體與精神的反應。軍方研究者 進行了一連串的研究試圖預測誰在危急時會崩潰而誰可以渡過困難。警察，士兵，賽車手及直升機飛行員均接受訓練以面對他們在極端狀態下可能出現的奇怪行為。 一般民眾則可以從這些知識中學習，畢竟，災害發生時我們會是第一線在現場的人。
Yet the knowledge is out there. Risk experts understand how we could overcome our blind spots and more intelligently hedge our bets. In laboratories and on shooting ranges, there are people who study what happens to bodies and minds under extreme duress. Military researchers conduct elaborate experiments to try to predict who will melt down in a crisis and who will thrive. Police, soldiers, race-car drivers and helicopter pilots train to anticipate the strange behaviors they will encounter at the worst of times. Regular people can learn from that knowledge, since, after all, we will be the first on the scene of any disaster.
當然沒有人能保證完美的脫逃計畫。那並不代表我們就該忽略自己該做的事情。正如杭特.湯瑪斯所說的“我們呼叫上帝，但也盡量避免讓船撞到石頭“。
Of course, no one can promise a plan of escape. But that doesn’t mean we should live in willful ignorance. As Hunter S. Thompson said, “Call on God, but row away from the rocks.”
許 多年來，我訪問了各種難以想像的災難的倖存者。大多數人表示災難發生時，沒有一件事感覺起來，聽起來或看起來是正常的。實際狀況有時比較好，有時是更糟。 他們說有些事他們希望自己當時知道，而他們希望現在你也能知道。這邊有三個故事，伴隨著因為失去或是幸運而獲得的智慧:
Over the years, I have interviewed survivors of unimaginable tragedies. Most say that during their ordeals, almost nothing felt, sounded or looked the way they would have expected. Reality was in some ways better, in other ways worse. They say there are things they wish they had known, things they want you to know. Here, then, are three of their stories, accompanied by some of the hard wisdom of loss and luck:
恐慌可以成為你的朋友
Panic Can Be Your Friend
當災害發生時，這個糟糕的反應會增加死亡人數: 完全不做任何動作。人們停止反應，變得遲緩及安靜。當一九九四年九月二十八號愛斯托尼雅號在巴提克海沈沒時，人們反應就是如此。那次是歐洲現代史上最嚴重的航海災難。
When disaster strikes, a troubling human response can inflate the death toll: people freeze up. They shut down, becoming suddenly limp and still. That’s what happened to some people on Sept. 28, 1994, when the M.V. Estonia went down in the Baltic Sea, the worst sea disaster in modern European history.
巨大的海上郵輪離開位在愛斯托尼亞的港口，準備例行的十五小時航行前往斯德哥爾摩。儘管整晚風雨不斷，船員們並沒有料想到任何大問題。樂隊在巴提克酒吧裡演奏，十層高的郵輪划過漆黑水面，如同過去的十四年一般。
The huge automobile ferry had left its home port in Tallinn, Estonia, on a routine 15-hour trip to Stockholm. Although the weather had been stormy all night, the crew did not expect serious problems. A band was playing in the Baltic Bar, and the 10-deck vessel churned through the inky waters as it had for 14 years.
肯 特.賀斯特，現在是瑞士國會中的一員，當時是一名二十九歲的乘客。那晚他正在船上其中一個酒吧中，與其他約五十名乘客一起。“當時正放著音樂“，他回憶。 “每個人都在笑與唱歌。“但是凌晨一點過後，船體突然傾斜了三十度，將乘客，販賣機，花盆甩向走道的一邊。酒吧中幾乎每個人都被狠狠地摔往船的一側。賀斯 特抓住了鐵把，吊在其他人的上面。
Kent Härstedt, now a member of Sweden’s Parliament, was then a 29-year-old passenger. That night he was hanging out in one of the ship’s bars, with about 50 other passengers. “There was karaoke music,” he recalls. “Everybody was laughing and singing.” But just after 1 a.m., the Estonia suddenly listed starboard 30°, hurling passengers, vending machines and flowerpots across its passageways. In the bar, almost everyone fell violently against the side of the boat. Härstedt managed to grab on to the iron bar railing and hold on, hanging above everyone else.
“僅僅是一秒鐘，原本大聲歡笑變成一片死寂。所有的大腦，我猜，都像電腦ㄧ樣死命的運作企圖了解發生了什麼事，“他說。接下來是尖叫與哭泣。人們因為剛才的碰撞而嚴重受傷，而船體傾斜使得移動非常困難。
“In just one second, everything went from a loud, happy, wonderful moment to total silence. Every brain, I guess, was working like a computer trying to realize what had happened,” he says. Then came the screaming and crying. People had been badly hurt in the fall, and the tilt of the ship made it extremely difficult to move.
賀 斯特開始盤算，試圖運用他在軍隊中所學得的求生技巧。“我開始與平常不同的反應。我說，“好，這是選擇一，選擇二。決定。行動。“我並沒有說“哇，船要沈 了。“我甚至想都沒想整個情況。“ 與許多倖存者相同的是，賀斯特的精神極度集中，大腦只專注在個人經驗上。“我只看得見我的小世界。“
Härstedt began to strategize, tapping into some of the survival skills he had learned in the military. “I started to react very differently from normal. I started to say, ‘O.K., there is option one, option two. Decide. Act.’ I didn’t say, ‘Oh, the boat is sinking.’ I didn’t even think about the wider perspective.” Like many survivors, Härstedt experienced the illusion of centrality, a coping mechanism in which the brain fixates on the individual experience. “I just saw my very small world.”
當賀斯特進入走廊時，他發現其他的乘客有些奇怪。他們並沒有像他ㄧ樣反應。“有些人並不清楚發生了什麼事。他們只是坐在那裡，“他說。不是僅僅一兩個人，而是整群人都靜止不動。他們有意識，但卻不行動。
But as Härstedt made his way into the corridor, he noticed something strange about some of the other passengers. They weren’t doing what he was doing. “Some people didn’t seem to realize what had happened. They were just sitting there,” he says. Not just one or two people, but entire groups seemed to be immobilized. They were conscious, but they were not reacting.
與一般大眾想法不同的是，這種情況常發生。群眾常常變得安靜並靜止不動。恐慌並不常見，最大的問題是人們行動得太少，太慢。通常他們整個人關機，呈現恍惚狀態。
Contrary to popular expectations, this is what happens in many disasters. Crowds generally become quiet and docile. Panic is rare. The bigger problem is that people do too little, too slowly. They sometimes shut down completely, falling into a stupor.
在 愛斯托尼亞號上，賀斯特爬上梯子，與地心引力對抗。甲板上亮著燈，月光照著。甲板上塞滿了人。神奇的是一個男人竟站在一邊抽著煙，賀斯特回憶。大部分的人 死命的抓住傾斜的船，同時尋找救生衣與救生艇。英國乘客保羅巴尼記得人群站著不動像雕像一樣。“我一直跟自己說，“他們為什麼不試著離開這裡？““他事後 告訴觀察家報紙。
On the Estonia, Härstedt climbed up the stairwell, fighting against gravity. Out on the deck, the ship’s lights were on, and the moon was shining. The full range of human capacities was on display. Incredibly, one man stood to the side, smoking a cigarette, Härstedt remembers. Most people strained to hold on to the rolling ship and, at the same time, to look for life jackets and lifeboats. British passenger Paul Barney remembers groups of people standing still like statues. “I kept saying to myself, ‘Why don’t they try to get out of here?’” he later told the Observer.
凌 晨一點五十分，最初狀況發生三十分鐘後，愛斯托尼亞號頭下腳上的沈沒於海中。賀斯特在船沈前一刻跳入海中，爬上一艘救生艇，等待了五個小時才獲救。據報， 整船九百八十九名乘客中只有一百三十七名存活。大部分的受難者在睡眠中死去，埋葬在愛斯托尼亞號中。他們根本沒有機會拯救自己。事後調查發現沈船的原因是 汽車甲板門鬆脫導致海水灌入船體。
At 1:50 a.m., just 30 minutes after its first Mayday call, the Estonia vanished, sinking upside down into the sea. Moments before, Härstedt had jumped off the ship. He climbed onto a life raft and held on for five hours, until finally being rescued. All told, only 137 of the 989 people on board survived the disaster. Most of the victims were entombed in the Estonia while they slept. They had no chance to save themselves. Investigators would conclude that the ship sank because the bow door to the car deck had come unlocked and the sea had come gushing into the ship.
救 火員，警察訓練人員，甚至證券交易員，都告訴過我類似的故事，表示他們看過人在極端壓力下變得靜止不動。演化心理學家高登.加勒普發現這種行為也發生在被 捕的動物上。裝死可以讓敵人放棄攻擊。至於愛斯托尼亞號事件，靜止不動則是自然卻致命的錯誤。在極端壓力下，我們的大腦尋找可能的存活反應，有時做出錯誤 的選擇。就像鹿看到迎面而來的車燈卻站住不動一樣。
Firefighters, police trainers–even stockbrokers–have told me similar stories of seeing people freeze under extreme stress. Animals go into the same state when they are trapped, evolutionary psychologist Gordon Gallup Jr. has found. Playing dead can discourage predators from attacking. In the case of the Estonia and other disasters, the freezing response may have been a natural and horrific mistake. Our brains search, under extreme stress, for an appropriate survival response and sometimes choose the wrong one, like deer that freeze in the headlights of a car.
然而令人鼓舞的是，我們的大腦是可以被改變的。我們可以訓練自己的大腦做出更好的反應。減少恐懼可以減少癱瘓的機會。實驗上，被破壞大腦中杏仁核的老鼠（杏仁核主管恐懼）就算是面對一隻貓也不會僵住不動。如果我們可以減少恐懼，就算只有一點點，我們也可以反應得更好。
But the more encouraging point is that the brain is plastic. It can be trained to respond more appropriately. Less fear makes paralysis less likely. A rat with damage to the amygdala, the primitive part of the brain that handles fear, will not freeze at all–even if it encounters a cat. If we can reduce our own fear even a little bit, we might be able to do better.
消防演習，特別是要求並無預警的，可以在最糟糕狀況來臨時有效的降低恐懼。即使僅知道樓梯在哪裡都讓你的大腦佔有優勢。例如，研究顯示飛機事故中，閱讀安全說明的人比較容易存活。這些我們認為浪費時間的手續其實可以給我們大腦一些在危急反應時需要的藍圖。
Fire drills, particularly if they are mandatory and unexpected, can dramatically reduce fear, should the worst come to pass. Just knowing where the stairs are gives your brain an advantage. Likewise, research into plane crashes has found that people who read the safety briefing cards are more likely to survive. These rituals that we consider an utter waste of time actually give our brains blueprints in the unlikely event that we need them.
我們也可以藉互相幫助來增進反應。大聲響可以讓動物從靜止狀態中回復過來。例如，現在許多空服員被訓練向乘客大喊“出去！出去！走！“在災難中人們服從指揮，於是他們可以成就了不起的事情。
We can also help each other do better. A loud sound will cause animals to snap out of their stupor. Likewise, many flight attendants are now trained to scream at passengers in burning planes, “Get out! Get out! Go!” People respond well to leadership in a disaster, and then they can do remarkable things.
人人都有可做的事
We All Have Our Role to Play
儘管在最混亂的情況下，我們的社會關係依然存在。這些連結導致的結果有好有壞，但我們應該知道可能會面對的是什麼。
Even in the most chaotic moments, our social relationships remain largely intact. That cohesion can have positive and negative consequences, but it helps to know what to expect.
一 九七七年五月二十八日，辛辛那提州南邊五哩一個綜合了餐廳，宴會廳，噴水池及花園的比佛利丘大型俱樂部發生了ㄧ場嚴重的火災。達菈.麥克寇莉絲特當時在現 場。當天傍晚她在花園中完成婚禮，接著人群往建築物移動準備享用晚餐。ㄧ位女侍告訴她建築物內發生了一個小火災。一開始是新娘更衣室旁邊斑馬廳內一個小小 的電器走火，然而在夜晚結束前火焰隨著翻騰的黑煙吞噬了整個俱樂部。當時有三千人聚集在建築物中，而據報有一百六十七人罹難。
On May 28, 1977, one of the deadliest fires in the U.S. broke out at a place called the Beverly Hills Supper Club, a labyrinth of dining rooms, ballrooms, fountains and gardens located on a bluff 5 miles (8 km) south of Cincinnati. Darla McCollister was there. She got married that evening at the gazebo in the garden and then, as her party began to move inside for dinner, a waitress informed her that there was a small fire in the building. It had begun as an electrical fire in the Zebra Room, adjacent to the bride’s dressing room. Before the night was out, the flames would tear through the Beverly Hills, led by a roiling advance of smoke. There were nearly 3,000 people packed into the sprawling club on that Saturday night. All told, the fire would kill 167 of them.
這 場災難教導人們許多殘酷的教訓。有些相當明顯，而且悲劇。例如俱樂部內沒有灑水消防設備，也沒有消防警報系統。然而這場火災也顛覆了傳統對群眾行為的了 解:在危機中，人們的確可以維持公民意識的基本教導。人們儘可能的群體行動。他們互相照顧，並維持社會階級。“人們死時也跟活著的時候ㄧ樣，“災難社會學 家李.克拉克說。“與朋友，家人，同事一起，在社群中。“
The disaster delivered many brutal lessons. Some were obvious–and tragic: the club had no sprinkler or audible fire-alarm systems. But the fire also complicated official expectations for crowd behavior: in the middle of a crisis, the basic tenets of civilization actually hold. People move in groups whenever possible. They tend to look out for one another, and they maintain hierarchies. “People die the same way they live,” says disaster sociologist Lee Clarke, “with friends, loved ones and colleagues, in communities.”
當 時在比佛利丘俱樂部裡，侍者提醒他們的客人撤離。招待人員疏散他們帶位的客人，但卻跳過其他（不是他們的）區域。廚師及廚房工作人員，也許是習慣了勞動工 作，衝去趕著工作。一般來說男性雇員與女性相比較會提供協助，也許是因為社會期待女人是被拯救的而男人則是拯救別人的。
At the Beverly Hills, servers warned their tables to leave. Hostesses evacuated people that they had seated but bypassed other sections (that weren’t “theirs”). Cooks and busboys, perhaps accustomed to physical work, rushed to fight the fire. In general, male employees were slightly more likely to help than female employees, maybe because society expects women to be saved and men to do the saving.
至於顧客呢？大多數的人到最後都一直是顧客。有些人甚至繼續慶祝，即使煙霧已經瀰漫至房間。一個男人甚至點了一杯琴酒與可樂外帶。當第一位記者抵達時，他看見客人在車道上啜飲著雞尾酒，笑著討論他們是否應該不付帳就離開。
And what of the guests? Most remained guests to the end. Some even continued celebrating, in defiance of the smoke seeping into the rooms. One man ordered a rum and Coke to go. When the first reporter arrived at the fire, he saw guests sipping their cocktails in the driveway, laughing about whether they would get to leave without paying their bills.
當 煙霧越來越濃時，委恩.丹莫特，俱樂部的晚宴負責人，跌跌撞撞的進入擠滿了上百賓客的大廳。燈光忽明忽暗，煙霧則越來越重。但是他對那擁擠大廳最深刻的印 象則是沈默。“哇，那裡一點聲音都沒有。沒有人尖叫，什麼都沒有。“他說。站立在黑暗中，群眾在等待他人的帶領。比佛利丘的僱員沒有接受過任何緊急訓練， 但是當晚他們表現的相當傑出。逃生出口不多又難找，但丹莫特引導群眾離開大廳進入廚房。“我當時在想，我必須對這些人負責，“他說。“我想大部分的員工都 是這麼認為的。“麥克寇莉絲特，當時仍穿著新娘禮服，催促她的客人離開。“我把他們推出門，像趕牛ㄧ樣，告訴他們怎麼走，“她回憶道。她感到自己有責任: “這是我的宴會。他們是因為我才在這裡的。“
As the smoke intensified, Wayne Dammert, a banquet captain at the club, stumbled into a hallway jammed with a hundred guests. The lights flickered off and on, and the smoke started to get heavy. But what he remembers most about that crowded hallway is the silence. “Man, there wasn’t a sound in there. Not a scream, nothing,” he says. Standing there in the dark, the crowd was waiting to be led.
The Beverly Hills employees had received no emergency training, but they performed magnificently. The exits were few and hard to find, but Dammert directed the crowd out through a service hallway into the kitchen. “My thought was that I’m responsible for these people,” he says. “I think most of the employees felt that way.” McCollister, still in her wedding dress, ushered her guests outside. “I was pushing people out the door, kind of like cattle, to show them where to go,” she recalls. She felt responsible: “This is my party. They were there because of me.”
諾 里斯.強森與威廉.芳柏，當時是辛辛那提大學的社會學教授，設法取得了警方對數百倖存者的訪問記錄-相當稀少且珍貴的資料庫。“我們對當時的情況印象深 刻，“現已退休的芳柏說。人們表現與他們的身分極度吻合。百分之六十的僱員設法提供協助，不論是引導顧客到安全的地方或是協助滅火。相較之下，只有百分之 十七的客人提供協助。即使客人當中，身分也影響到行為。在俱樂部用餐的醫生則表現如醫生，實行急救並像在野戰醫院中處理傷口。護士也是一樣。當時甚至有一 個醫療管理者，自然而然的組織起醫生與護士。
Norris Johnson and William Feinberg, then sociology professors at the University of Cincinnati, managed to get access to the police interviews with hundreds of survivors–a rare and valuable database. “We were just overwhelmed with what was there,” says Feinberg, now retired. People were remarkably loyal to their identities. An estimated 60% of the employees tried to help in some way–either by directing guests to safety or fighting the fire. By comparison, only 17% of the guests helped. But even among the guests, identity shaped behavior. The doctors who had been dining at the club acted as doctors, administering cpr and dressing wounds like battlefield medics. Nurses did the same thing. There was even one hospital administrator there who–naturally–began to organize the doctors and nurses.
社會學家預期會看到自私行為的表現。但是他們沒有。“人們不斷的提到秩序，“芳柏說。“人們使用了以前在學校消防演習所學的，“排隊不要推擠，我們都可以出去。“人們真的在排隊！這真是太不可思議了。“
The sociologists expected to see evidence of selfish behavior. But they did not. “People kept talking about the orderliness of it all,” says Feinberg. “People used what they had learned in grade-school fire drills. ‘Stay in line. Don’t push. We’ll all get out.’ People were queuing up! It was just absolutely incredible.”
我 們所有的人，特別是負責的人，無論是城市，戲院或是商業負責人，都應了解到人們是可以被相信的，他們可以在最糟的時刻表現出最好的一面。如果他們能在災難 發生前有所行動以提高自己的存活率，他們可以做得更好。在紐約市，儘管安全工程師大聲疾呼，摩天大樓並未被強制要求進行消防演習。除了其他原因，城市的不 動產委員會擔心消防演習造成人們受傷可能導致法律責任。當時法律責任竟然比大災難還讓人擔心，這實在是一件可恥的事。因為當災難來臨時，人們會達到他們執 行長或負責人的要求，並跟隨領導者到任何地方。
All of us, but especially people in charge–of a city, a theater, a business–should recognize that people can be trusted to do their best at the worst of times. They will do even better if they are encouraged to play a significant role in their own survival before anything goes wrong. In New York City, despite the pleas of safety engineers, meaningful fire drills are still not mandatory in skyscrapers. Among other concerns, the city’s Real Estate Board was worried that mandatory drills could lead to injuries that could lead to lawsuits. A lawsuit, then, is more frightening than a catastrophe, which is a shame. Because if a real disaster should come to pass, people will rise to the expectations set by their CEO or headwaiter, and they will follow their leader almost anywhere.
一個人怎樣成就不一樣的結果
How One Person Made a Difference
每 個災難的背後，瓦礫堆下，都有證據顯示我們可以做得更好。許多是物理上的改進，比如在更安全的地方建造更堅固的建築物。有更多卻是心理上的工作。人們覺得 對情況有越多的掌控，他們的表現越好。當他們相信有機會存活時，他們更會發揮創意。我們需要的只是大膽的去想像我們的行為會造成不同。
In every disaster, buried under the rubble is evidence that we can do better. Much of that work is physical–building stronger buildings in safer places, for example. But the work is also psychological. The more control people feel they have over their predicament, the better their performance. When people believe that survival is negotiable, they can be wonderfully creative. All it takes is the audacity to imagine that our behavior matters.
二ｏｏ一年九月十一日飛機撞進雙子星大樓。瑞克.瑞斯寇拉表現出生存的極致。身為市貿中心摩根史坦利的安全負責人，瑞斯寇拉相信一般人也能達到偉大的成就，所需的只是一些領導。他教導摩根史坦利的員工為自己的存活負責–這在當天的市貿中心中被徹底表現出來。
When the planes struck the Twin Towers on Sept. 11, 2001, Rick Rescorla embodied that spirit of survival. The head of security for Morgan Stanley Dean Witter at the World Trade Center, Rescorla believed that regular people were capable of great achievements, with a bit of leadership. He got Morgan Stanley employees to take responsibility for their survival–which happened almost nowhere else that day in the Trade Center.
瑞 斯寇拉在軍中學得許多求生的技巧。他是那種用巡邏戰場的態度去巡邏大理石大廳的硬頸軍人之一。出生於英國，他加入美軍部隊因為他想去越南打共產黨。當他抵 達後，他在那裡贏得一個銀星，一個銅星及一個紫心勳章。這些戰役在哈洛.摩爾及約瑟夫.蓋洛威一九九二年的書“我們曾經是年輕的戰士“中有所記錄。
Rescorla learned many of the tricks of survival in the military. He was one of those thick-necked soldier types who spend the second halves of their lives patrolling the perimeters of marble lobbies the way they once patrolled a battlefield. Born in England, he joined the U.S. military because he wanted to fight the communists in Vietnam. When he got there, he earned a Silver Star, a Bronze Star and a Purple Heart in battles memorialized in the 1992 book by Lieut. General Harold G. Moore and Joseph L. Galloway, We Were Soldiers Once … and Young.
他 最後搬到了紐澤西州，安頓下來並找到安全執行長的工作。然而，在某些方面他依然像個戰士。他所負責的摩根史坦利，在第二大樓中佔了二十二個樓層，以及附近 一棟大樓中的一些樓層。在一九八八年汎美航空103班機蘇格蘭炸彈事件後，瑞斯寇拉擔心恐怖份子會攻擊市貿中心。一九九ｏ年，他及另一位昔日戰友寫了一份 報告書給紐約與紐澤西的港口局（市貿中心的所有者），堅持加強停車場安全的必要性。根據詹姆士.史都華為瑞斯寇拉所寫的自傳“士兵之心“，由於可能的昂貴 花費，他們的建議被忽略了。（港口局並未對我的詢問做出任何回應。）
He eventually moved to New Jersey and settled into the life of a security executive, but Rescorla still acted, in some ways, like a man at war. His unit, Morgan Stanley, occupied 22 floors of Tower 2 and several floors in a nearby building. After the 1988 bombing of Pan Am Flight 103 over Lockerbie, Scotland, Rescorla worried about a terrorist attack on the Trade Center. In 1990, he and an old war buddy wrote a report to the Port Authority of New York and New Jersey, which owns the Trade Center site, insisting on the need for more security in the parking garage. Their recommendations, which would have been expensive, were ignored, according to James B. Stewart’s biography of Rescorla, Heart of a Soldier. (The Port Authority did not respond to my requests for comment.)
三年後，正如瑞斯寇拉所預測的，瑞姆茲.由瑟夫開了一輛裝滿爆裂物的卡車衝進了市貿大樓的地下停車場。至少瑞斯寇拉的能力得到了證實。加上他強硬的人格，足以改變摩根史坦利的文化。
Three years later, Ramzi Yousef drove a truck full of explosives into the underground parking garage of the World Trade Center, just as Rescorla had predicted. Afterward, Rescorla had the credibility he needed. Combined with his muscular personality, it was enough to change the culture of Morgan Stanley.
瑞斯寇拉深深了解他可以將辦公室員工變成存活者。他認為一般人可以做得更好。他了解不行動的危險，以及督促人們從恍惚狀態中回復過來並開始行動的重要性。一九九三年，他看了員工從樓梯疏散，他知道這樣的速度太慢了。
Rescorla implicitly understood that he could turn office workers into survivors. He respected the ability of regular people to do better. He understood the danger of lethargy, the importance of aggressively pushing through the initial stupor and getting to action. He had watched employees wind down the staircase in 1993, and he knew it took too long.
瑞 斯寇拉認為依賴緊急管理者去拯救他的員工是非常愚蠢的。他的公司是市貿中心內最大的住戶，一個在雲端的聚落。摩根史坦利的員工必須互相照應。他要求員工在 危急時不去聽從港口局給予的任何指示。在他眼中，港口局在忽略他一九九ｏ年的警告後已經失去了所有的正當性。因此，瑞斯寇拉開始對公司實行他自己經常性、 未事先預告的消防演習。他訓練員工在樓梯間中間的大廳集合，然後兩個兩個的走下樓梯到第四十四樓。
Rescorla felt it was foolish to rely on first responders to save his employees. His company was the largest tenant in the Trade Center, a village nestled in the clouds. Morgan Stanley’s employees would need to take care of one another. He ordered them not to listen to any instructions from the Port Authority in a real emergency. In his eyes, it had lost all legitimacy after it failed to respond to his 1990 warnings. And so Rescorla started running the entire company through his own frequent, surprise fire drills. He trained employees to meet in the hallway between the stairwells and go down the stairs, two by two, to the 44th floor.
瑞 斯寇拉的激進消防演習引起極大討論。畢竟，摩根史坦利是個投資銀行。在第七十三樓的億萬富翁及高效率銀行工作者並不喜歡被打斷工作。另外，每次消防演習都 得把交易員從電話電腦旁拉開，讓公司損失不少。但是瑞斯寇拉還是做了。他的軍事訓練教導他一個簡單的人性原則:要想在極端壓力下讓大腦運作的最好方式就是 事先不斷重複的預演。
The radicalism of Rescorla’s drills cannot be overstated. Remember, Morgan Stanley is an investment bank. Millionaire, high-performance bankers on the 73rd floor did not appreciate the interruption. Each drill, which pulled brokers off their phones and away from their computers, cost the company money. But Rescorla did it anyway. His military training had taught him a simple rule of human nature: the best way to get the brain to perform under extreme stress is to repeatedly run it through rehearsals beforehand.
幾次消防演習後，瑞斯寇拉認為員工在樓梯間移動的太慢了。他開始用碼表計時，於是他們變得快了一點。他也教導員工一些基本的火災緊急常識，例如，由於屋頂救援相當困難及稀少，永遠都應該往下疏散。
After the first few drills, Rescorla chastised employees for moving too slowly in the stairwell. He started timing them with a stopwatch, and they got faster. He also lectured employees about some of the basics of fire emergencies: Because roof rescues are rare and extremely dangerous, people should always go down.
九一一的早晨，瑞斯寇拉聽見爆炸聲，並從他的辦公室窗戶看到第一大樓燒了起來。ㄧ個港口局人員由大樓廣播要求大家待在位子上。然而瑞斯寇拉抓起了他的擴音器和手機，開始有系統的指揮摩根史坦利員工疏散。他們表現的好極了。
On the morning of 9/11, Rescorla heard an explosion and saw Tower 1 burning from his office window. A Port Authority official came over the P.A. system and urged people to stay at their desks. But Rescorla grabbed his bullhorn, walkie-talkie and cell phone and began systematically ordering Morgan Stanley employees to get out. They performed beautifully.
即 使是兩百五十位參加證交員訓練的訪客也知道該怎麼做。他們早在訓練之前就被告知最近的樓梯口。“知道要往哪裡走是最重要的。因為你的大腦-至少我的-會直 接關機。當那種情況發生時，你得知道下一步怎麼做，“比爾.麥克瑪宏，摩根史坦利執行長說。“你最不該做的是就是在災難發生時還在思考要怎麼做。“
They already knew what to do, even the 250 visitors taking a stockbroker training class. They had already been shown the nearest stairway. “Knowing where to go was the most important thing. Because your brain–at least mine–just shut down. When that happens, you need to know what to do next,” says Bill McMahon, a Morgan Stanley executive. “One thing you don’t ever want to do is to have to think in a disaster.”
在九一一事件中，如果有些人提早聽到瑞斯寇拉關於往下走的警告的話，他們也許能撿回一命。但由於他們不知道這件事，卻記得一九九三年有些人從屋頂上獲救，這些人用他們生命中僅剩的幾分鐘爬到大樓的最頂端–然後發現門是鎖著的。
On 9/11, some of the dead might well have survived if they had received Rescorla’s warnings to always go down rather than up. But in the absence of other information, some people remembered that victims had been evacuated from the roof in 1993. So they used the last minutes of their lives to climb to the top of the towers–only to find the doors locked.
正 當瑞斯寇拉指導人們走下樓梯到第四十四樓時，第二架飛機撞上了大樓–在他們頭上三十八樓的地方。大樓劇烈的搖晃著，有些人被摔到地上。“不要動，“瑞斯 寇拉透過擴音器指揮。“冷靜，安靜，不要動。“ 史都華寫到:“接著沒有一個人說話或移動，好像瑞斯寇拉施了魔法一樣。“
As Rescorla stood directing people down the stairwell on the 44th floor, the second plane hit–this time striking about 38 floors above his head. The building lunged violently, and some people were thrown to the floor. “Stop,” Rescorla ordered through the bullhorn. “Be still. Be silent. Be calm.” In response, “No one spoke or moved,” Stewart writes. “It was as if Rescorla had cast a spell.”
瑞斯寇拉曾經領導他的士兵穿過越共佔領的越南中央高地。他知道面對恐懼大腦反應不佳，但他也知道注意力是可以被轉移的。那時，他藉著唱歌讓他的士兵冷靜下來，現在，在擁擠的樓梯間，他透過擴音器唱著。“玉米牆的男兒站得好，戰爭尚未結束，站直並絕不落跑！“
Rescorla had once led soldiers through the night in the Vietcong-controlled Central Highlands of Vietnam. He knew the brain responded poorly to fear–but he also knew it could be distracted. Back then, he had calmed his men by singing Cornish songs from his youth. Now, in the crowded stairwell, Rescorla sang into the bullhorn. “Men of Cornwall stand ye steady. It cannot be ever said ye for the battle were not ready. Stand and never yield!”
在 唱歌之餘，瑞斯寇拉打電話給他的妻子。“不要哭，“他說。“我得讓這些人平安的出去。如果發生了任何事，我要你知道我非常快樂，你讓我的生命完整。“之 後，他成功的疏散了大部分摩根史坦利的員工。接著他回頭。他最後被看到是在第十樓正在往上走，就在大樓倒塌之前。他的屍體至今未被尋獲。
Between songs, Rescorla called his wife. “Stop crying,” he said. “I have to get these people out safely. If something should happen to me, I want you to know I’ve never been happier. You made my life.” Moments later, he had successfully evacuated the vast majority of Morgan Stanley employees. Then he turned around. He was last seen on the 10th floor, heading upward, shortly before the tower collapsed. His remains have never been found.
瑞斯寇拉教導摩根史坦利的員工如何拯救他們自己。這是一個稀少又珍貴的例子。當大樓倒塌時，只有十三位摩根史坦利員工（包括瑞斯寇拉及他的四個安全工作人員）在大樓內。其餘兩千六百八十七人則安全逃出。
Rescorla taught Morgan Stanley employees to save themselves. It’s a lesson that has become, somehow, rare and precious. When the tower collapsed, only 13 Morgan Stanley colleagues–including Rescorla and four of his security officers–were inside. The other 2,687 were safe.
如果想知道更多在災難中存活的技巧，請到網站www.TheUnthinkable.com
To learn more about survival skills in a disaster, go to www.TheUnthinkable.com
雷普利是時代雜誌的資深作家，報告國家安全及危機。這篇文章改編自雷普利的書“不可想像: 當災難來臨時誰可以存活–以及為什麼“ 二ｏｏ八年六月十日起由瑞登出版公司分支之一皇冠出版社出版。
Ripley, a senior writer at TIME, covers homeland security and risk. This article is adapted from The Unthinkable: Who Survives When Disaster Strikes–and Why. © 2008 by Amanda Ripley. To be published by Crown Publishers, a division of Random House Inc. On sale June 10, 2008.
