Many of us had sleepless night alongside humanitarian workers inside Gaza in the sharp escalation in military activity, with widespread airstrikes and drone attacks across Gaza City, Khan Yunis, and Rafah. Updates over the past 24 hours have detailed:
- Multiple large-scale airstrikes, reportedly the most intense since the ceasefire
- Drone and machine gunfire activity, continuing into the early morning
- Casualties and injuries from strikes near Gaza Valley Bridge and east of Rafah
- Ambulances moving through key areas as flares were dropped overnight
This escalation has not come as a surprise. For weeks, the trend has been building. Since October, I have been in Gaza, and working intensively in recent months to support humanitarian operations and security risk management. With the situation deteriorating, many organisations and their staff are now re-evaluating their exposure, security posture, and ability to continue operating safely.
For security focal points, this is the time to push back against habituation and apathy—two risks that become more dangerous the longer a crisis continues.
The Danger of Habituation and Apathy
One of the greatest challenges in prolonged crises is habituation—the slow desensitisation to risk. It’s the “frog in boiling water” effect: as conditions deteriorate gradually, people may fail to recognise the severity of their exposure until it is too late.
Alongside habituation comes apathy—the mindset of “this is just the way it is”. This resignation leads people to continue working under unsafe conditions, even when alternatives exist. This extends into every aspect of operations:
- Missing equipment that could be obtained, but isn’t
- Work hours that are unsustainable, but continue unchecked
- Risk-mitigation measures that are ignored—not because they are unnecessary, but because “this is how we do things”
This mentality does not remain isolated to individuals. Groups adapt collectively. If one person stops questioning risk or accepting better solutions, others begin to do the same. Over time, temporary compromises become normalised behaviours, increasing long-term risk and reducing operational resilience.
What Needs to Happen Now
Regular Security Checks & Reassessments
Teams must challenge the status quo. Just because a movement or security measure was considered reasonable last month does not mean it is today.
Proactive Risk Awareness
Security leads must actively question routine decisions. Are staff missing essential equipment because they have adapted to not having it? Are they pushing beyond safe working limits because the workload has become overwhelming? Have risks been accepted not because they are manageable, but because people have stopped questioning them?
Medical Evacuation Plans That Work in Practice, Not Just on Paper
Organisations need to ensure that their medical evacuation (MEDEVAC) plans are tested, regularly updated, and not solely reliant on the often inadequate claims of capacity from insurance providers. Evacuation strategies must be based on real-world feasibility, considering the complex and shifting realities of border access into Israel, Egypt, and Jordan. These crossings and borders are not always open, but the least certain can open in certain circumstances. A theoretical agreement or looking for it at the point of crisis is not a plan and should not be accepted. Without practical and tested contingency options, evacuations may not be possible when needed most.
Strict Adherence to the Humanitarian Notification System (HNS)
Organisations moving personnel within Gaza must ensure strict compliance with HNS protocols and instructions. Deviation can put lives at risk.
Correct Use of GPS & Tracking Devices
Proper use of Garmin inReach devices and similar tracking tools must be reinforced. Every movement should be logged and communicated in line with security protocols. These devices are not just useful—they are essential in high-risk environments. If organisations are not already integrating Garmin inReach into their operations for tracking and emergency response, they should be.
Avoiding Unnecessary Disruptions to Security Personnel
Security and access staff in Gaza are under immense pressure. Now is not the time to reach out with non-essential enquiries. Every effort should be made to allow them to focus on immediate operational needs.
Well-Being: Physical, Mental & Emotional
From my own visits to Gaza since October, one of the most striking realities has been the relentless intensity of work being carried out by both local and international staff. The impact is clear: deteriorating physical, mental, and emotional well-being. This is not just a personal issue; it is an operational risk. If staff burn out, operations fail.
Organisations must move beyond viewing well-being as an individual responsibility. Structured, well-organised care is essential. Teams must be supported to manage their workload sustainably and recognise the limits of what can be done under extreme conditions.
Final Thoughts
While I continue to work with several humanitarian clients in Gaza, groups considering operations or seeking further guidance are welcome to contact me directly for more information or connections to other security professionals working in the region. DM here or email at nick@willowflow.group
To those in the field: Stay aware, reassess constantly, and stay safe.
“One of the greatest challenges in prolonged crises is habituation—the slow desensitisation to risk.”
