The Buffalo Creek Disaster and the subsequent court hearings demonstrate the struggles that societies face from ruthless business corporations. It also addresses the engagement of the community against the large corporations seeking indemnification. The judicial system offers the battleground where the two engage in battle to have the weak obtain compensations, if they ever win, for harm caused by the corporations. More often than not, corporations win, but this did not happen the case in the Buffalo Creek Disaster. The secret of the victory is in the unity of plaintiffs against the companies wielding money and power. The society, unless united in being represented in a case of such magnitude, stands a low chance of success.
The community at Buffalo Creek was indeed vulnerable. With the fathers at work caught unawares, mothers and children and others were swept away into death save for those that managed to escape before it was too late. In one case, a sixteen-year-old girl grabbed her eight-year-old brother and two-year-old sister in her arms attempting to flee outside the flooded home ( Stern, 2008, 170 ). Overwhelmed with the flood, she could not help herself or her siblings. Subsequent attempts to climb objects in the house occupied them until finally they were rendered powerless by the mighty force of the flood. The girl, caught in between logs saw her younger sister snatched from her arms, screaming for her help, but as helpless as they were she never saw her again. She reckoned later one, bitterly, that that was the last time she set her eyes on her mother, brother, and sister. Little did she know that the flood that had struck suddenly and with great force was the result of a careless and reckless action of management at Pittston Dam who would later blame rain ( Stern, 2008, p16 )! Nonetheless, the seemingly powerless people lacking money coupled with strong arguments and a solid court etiquette enabled them to win against the corporations.
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The recklessness of Buffalo Creek Dam 3 management is a demonstration of the capriciousness in management that only arises from enjoying power and privilege. The management cared less and therefore left trails of unfulfilled duty as though it feared no observant and an apparent disregard of established regulations. First, the Pittston's dam was constructed recklessly; the engineers did not follow simple principles in its construction and went as far as violating the federal and state safety laws ( Stern, 2008, p.135 ). Constructing such a time bomb, with workers residing down the stream, shows how little care was given for the workers that spent their life working in the mines, and perhaps earning enough that they spent it all as soon as they got the money. Events leading to the day of the breakage witnessed Mr. Kent learning that there was no water gauge behind Dam 3. Instead of reporting or ensuring that a water gauge was placed immediately behind the dam, he opted to use a stick, about three feet nine inches long and this would eventually result in faulty estimations ( Stern, 2008, p.135 ). The error did not stop at that. Mr. Dasovich used a different standard and determined that the water level was falling and even recommended no further check on the dam: Mr. Kent would later reverse that decision ( Stern, 2008, p.81-82 ). It is impossible to face the individuals involved unless they are approached as a corporation in the court. Even though these two can be blamed for the negligence that caused the disaster, they acted on behalf of the corporation and the victims can only obtain redress in court by facing the company. Other faults included a lack of proper insurance cover and the failure to change refuse-pile practices when they knew better that they do not work ( Stern, 2008, p.89 ).
Not only did the company falter in its construction of the dam but also the response to warnings. Pittston's disregarded the warnings and testimonies from its prior dam failures, which occurred at Lick Fork, Middle Fork and Dola and the Aberfan disaster ( Stern, 2008, p.218 ). These experiences were sufficient to induce a check and balance strategy. However, the management and the company were indolently relaxing under its power and profit making. The community had also begun to respond to the impending doom. Pittston's did not act accordingly in the last minutes before Dam 3 collapsed and failed to warn the people to prepare, evacuate, or get some emergency response initiatives. Moreover, Mrs. Adkins and others were evacuating and made a call to the jailhouse on early Saturday morning ( Stern, 2008, p.220 ). The events at Pittston were on the contrary. As these were concerned and preparing, Mr. Dasovich quit and consoled them in what seemed like ridicule that there was nothing to be concerned about ( Stern, 2008, p.125 ).
Even after the disaster and the initiation of court proceedings, Pittston endeavored to manipulate the direction of the court ruling to work in their favor by interfering with witnesses. The company tried to influence important witnesses such as Mr. Wahler not to confess against ( Stern, 2008 ). If it were not for the court order by the judge in Francisco, that important testimony would not have been accessed, and the applicants would have lost the case.
The book finds its replication in America today. With capitalism and the organization of corporations, vulnerable workers and society are often affected negatively. Their plea is often not regarded. The book gives an assurance that the weak can unite and obtain representation in the court to have their cases addressed. The significance of the book is its information on the power of unity against corporations in the market. These corporations exploit workers, resources and affect the ecosystem in improper ways. Legal system plays a central role in dissolving such misused power.
Reference
Stern, G. M. (2008). The Buffalo Creek Disaster: How the Survivors of One of the Worst Disasters in Coal-mining History Brought Suit Against the Coal Company--and Won . Vintage.
