Background: The role of society and people in disaster risk management is prominent. However, using this potential and increasing the people’s role have always been a challenge. The purpose of this study was to find community-based management challenges in disaster risk reduction.
Materials and Methods: Participants and Methods: This study was conducted with the qualitative approach and in the form of content analysis. Participants were selected purposefully and by snowball sampling out of 17 professors and managers in the field of incidents and disasters. Data were recorded and collected through semi-structured interviews. The records were transcribed and then analyzed.
Results: Results included 2 main themes of egocentrism and management helplessness (failure) and 5 main categories, including inadequate attention to the nature of the risk reduction process, inadequate community resilience, ignoring social capital, inadequate planning and training, and incorrect organization, as well as 13 subcategories.
Conclusion: Firstly, managers should accept the community as a major hub of the process to harness the power of community. Secondly, using capable and trained managers familiar with the concepts, literature, and challenges in the field of disasters increase participation of people in disaster risk management.