# data[].attributes.body
• Shock & orientation
• Storming
• Action

# data[].attributes.body
• Anticipation - mental rehearsal
• Regular breathing
• Slow down - we don’t have time to be in a hurry
• Structured approach to the crisis

# data[].attributes.body
• Strange Behaviour - nervous, voice pattern
• Acceleration - over activity
• Jump to different solutions and ideas
• Expectation becomes certainty
• Tunnel vision
• Concentration on irrelevant details
• Denying facts and reality
• Perception of time

# data[].attributes.body
REPTILE
• Anger • Fear • Survival Instincts
• Motor Skills • Attitudes

CONTROLLING
• Logic • Controlling Older Brother • Attitudes

* attitude = feelings + knowledge

# data[].attributes.body
1. Monitor own and others’ stress levels during crises
2. Be aware of the dangers of extreme stress and in a crisis cover for a fellow team member incapacitated by stress
3. Actively support and take part in defusing and critical incident stress debriefings
4. If appropriate, conduct a critical incident stress debriefing for the team leader and other officers

# data[].attributes.body
1. Monitor own and others’ stress levels
2. Ensure everyone aware of dangers of extreme stress and set standard procedures to allow members to cover for one another when needed
3. Monitor crises through the shock, storming and action phases
4. Vary management style appropriately in the three crisis phases, especially resist the temptation to argue during the storming phase
5. Set standard procedures in place that expect and deal with normal stress reactions of crowds in emergencies
6. Conduct announcements that does not alarm the reptile brain of passengers
7. Ensure brief defusing is carried out after every incident
8. For major occurrences, at convenient times, conduct critical incident stress debriefing with concerned members in a supportive manner

# data[].attributes.body
Minimise post traumatic stress
- company support and meetings
1. Intro:
- settle down
- confidentiality
- no notes, actions, blames
2. Facts:
- role then and now
- what happened
3. Emotional:
- then, later, now
- physical reaction
- triggers
- sleeping

No:
Interpreting, discuss technical issues, blame or provoke reactions, meaningless remarks

Do:
Listen actively, let group mutually support each other, give every individual a chance

# data[].attributes.body
After initial announcement of an emergency:
- most would ignore the situatuon
- about 30% will investigate

After accepting danger:
- most will await initiatives from others

Evacuation strategy:
- fleeing group will take care of themselves
- direct helper group to help frozen group
- hero group needs guidance

What will happen
- family members will regroup
- people go for belongings
- crew will deal with passenger questions

Announcements:
- use "I" instead of "we"
- avoid trigger words like "emergency"
- avoid absolute negatives "no danger"

# data[].attributes.body
- increases need for communication amd briefing to filter automation information
- challenge and response with automation
- state of ship: +2/3-abnormal. -1/-2 reduced workload. -3 dangeous lack of observation
- judgement and decision making (hidden pressures, factoring input)
- authority/assertion: balance power with automation, but you remain in authority
- workload

# data[].attributes.body
- unoticed
- unplanned
- misconfiguration/misinterpreting
- lack of practice
- inappropriate attitudes to automation: feeling superior or inferior to automation. Leads to hazardous thoughts (eg. Disregarding information)

# data[].attributes.body
Modes
Normal (common/uncommon/prepared for)
- decreases workload
Abnormal (rare/hardly get to practice)
- increases workload trying to resolve error

Availability vs observability
- data available. Manage expectations and correlating to data available

Difficult to control

Complex

Trust, confidence, dependent

# data[].attributes.body
- intention for machine doesn't match actuality

# data[].attributes.body
- delegation
- following and not intruding on leadership

# data[].attributes.body
- leader: showing the way
- managing: directing

To ensure good leadership:
- make sure people are following you by briefing and aligning team
- involving the team in operations
- setting goals

# data[].attributes.body
- prepared <-> unprepared
- anticipated <-> unanticipated
- slow reaction <-> fast reaction

# data[].attributes.body
- pre-planning
- increasing own competency to increase certainty in self
- challenge and response (expertise from all)

# data[].attributes.body
Information -> processing -> decision

With information, your decision is swayed between following the original choice and deviation as you move towards certainty towards each action

Do not let stress/personal factors/hidden pressures affect decision making

Making unpopular decisions: explain basis of decision

# data[].attributes.body
- prevent (eg. rsn Safety chat/RAMs/open reporting)
- minimize probability
- training/minimise consequences

# data[].attributes.body
- boredom and inattention
- edge of routine
- fatigue
- lack of knowledge
- lack of training

# data[].attributes.body
- technical (effects of automation)
- information
- weather

# data[].attributes.body
- competition and cost cutting
- crews from mixed cultures
- frequent crew turnover

# data[].attributes.body
low workload vs high workload
low stress vs high stress
+3 Alarmed
+2 Concerned
+1 Optimum
-1 Bored
-2 Inattentive
-3 Inattentive (critical)

# data[].attributes.body
• workload • personality • motivation
• experience • tiredness • health
• change • external • technology

# data[].attributes.body
Too high:
- delegate and lighten workload
- explain situations, provide direction

Too low:
- increasing SA by reminding expectations
- stern warning

# data[].attributes.headline
How to increase workload during underload situations?

# data[].attributes.subject
How to increase workload during underload situations?

# data[].attributes.body
- pre planning for other future works
- engage in other works
- set higher standards
- help others that are struggling/training

# data[].attributes.body
- Lack of trust between team members
- Allocation of task to inappropriate people
- Micromanagement from team leader
- Scared to lose control, egoistic
- Leaders do not want to burden the others
- Afraid that quality of work is not as good

# data[].attributes.body
- sloppy behaviour
- rushed and sub par work
- fatigue
- lack of support from team members

# data[].attributes.body
- good communication
- accepts challenges
- uses short term strategy

# data[].attributes.headline
Snail (little care for people or performance)

# data[].attributes.subject
Snail (little care for people or performance)

# data[].attributes.body
-too low standards
-poor communication
-no authority
-poor short term strategy

# data[].attributes.body
-challenge and response (be assertive, utilise humor)
-welcome challenges
- building interpersonal skills

# data[].attributes.body
- good but not great
- has reasonable communication
- lack of assertiveness or goals
- overall average management

Impacts:
- team hides weaknesses
- average results achieved

# data[].attributes.body
Penguin (concern for people)
-too much unimportant communication
-challenge and response weak
-too forgiving
- lower standards accepted

Impacts:
- low standards
-low respect for leadership
-high morale

# data[].attributes.body
Tiger (concern for performance)
-authoritarian
-one way communication
-does not like challenges
-strong leader, good in crisis
-one-man-band

Impacts:
-quiet defensive team
-poor communication, no challenge and response
-decline in performance
-low morale

# data[].attributes.body
High authority+low assertiveness
- lack of team decision making

Low authority+high assertiveness
- may compensate for low authority but not ideal

High authority+high assertiveness
- personality clash and emotional turmoil

Low authority+low assertiveness
- wrong or inadequate action taken

# data[].attributes.body
Identify the Problem
• use all resources
• use time available
• make time

Build the Plans
• Use all resources
• Use time available
• Make time
• Set priorities

Check the Plans
• Ask for suggestions
• Compare plans
• Consider each input
• Anything missing?

Summary Briefing
• Check understanding
• Set monitoring guidelines
• Gain commitment

Monitor
• Respond to challenges
• Correct failures to monitor

# data[].attributes.body
- to overcome unforseen problems not covered by SOP
- teamwork to share knowledge and decreasing risks caused by information gaps

# data[].attributes.body
1. Identify problem
2. Build Plans
3. Check plans with the team
4. Summary briefing
5. Moniter plan is followed through with

# data[].attributes.body
Personal
- over exertion
- emotional health
- tunnel vision

Company
- culture
- training
- manpower distributiin
- safety management

# data[].attributes.body
1. Power distance (difference in social status)
- consultation vs command

2. Group or individual
- harmony vs opinionated
- hiding bad news vs guilt in making mistakes

3. Uncertainty avoidance
- punctuality vs going with the flow

4. Feminine or masculine
- welfare/care/equality vs materialism/competition/ambition

5. Short and long term
- immediate impacts vs long term impacts in policy making/actions

# data[].attributes.body
1. Do it ASAP while the incident is fresh in mind. Otherwise, write notes immediately
2. Bring up your own mistakes first before talking about the rest of the team's mistakes
3. Make sure to stress that it is the whole team's responsibility
4. Talk about both positives and negatives
5. No blaming individuals

# data[].attributes.body
Always acknowledge messages by reiterating the main points of the message.

Sender: *Sends message*
Receiver: *Acknowledges*
Sender: *Confirm*

# data[].attributes.body
1. Make time for the briefing
2. Open and friendly
3. Most knowledgeable to conduct the brief
4. Encourage QnA
5. Make it interactive
6. Delegate roles and responsibilities
7. Close loop communication

# data[].attributes.body
1. The sea is dangerous
2. You can’t change the laws of nature
3. We make mistakes

# data[].attributes.body
1. Acknowledge the challenge and correct yourself afterwards to enable close loop reporting
2. Consider from a non biased point of view, cross checking with other sources to check accuracy
3. If the challenge is wrong, explain rationale and restate intention
4. If situation is dire, challenge and response is not appropriate

# data[].attributes.body
Perception - What is happening?
Comprehension - What does it mean?
Projection - What might happen next?

# data[].attributes.body
1. Inform the team that you welcome challenges
2. Affirm the act of challenging

# data[].attributes.headline
How to practise challenge and response? 

# data[].attributes.subject
How to practise challenge and response? 

# data[].attributes.body
-Challenge the concepts
-If unsuccessful the first time, challenge again.
-If still unsuccessful, insist on the correct thing to do

# data[].attributes.body
Do:
- Respect
- Learn
- Interpreter
- Explain
- Procedures (checklists)
- Consistent
- Name
- Understanding

Don't:
- Stereotype
- Offend others
- Infringe cultural rules

# data[].attributes.body
• Be sensitive to different crew with different cultures
• Methods used for classifying culture:
- Group/individual
- Power distance
- Uncertainty avoidance
- Feminine/masculine
- Short/long term
• Know of how to deal with cultural differences (The Cultural Wheel)

# data[].attributes.headline
Identify hazardous thoughts and change them to positive thinking 

# data[].attributes.subject
Identify hazardous thoughts and change them to positive thinking 

# data[].attributes.body
1. Opposite safe thoughts to counter complacency
2. Knowing the rationale of doing things
3. Guard against hazardous thoughts by identifying them first

# data[].attributes.body
1. Fatigue/sluggishness
2. Poor reporting and mistakes
3. Losing attentiveness

# data[].attributes.body
1. Use all available resources to help and build our SA
2. Align everyone to a shared mental model