# data[].attributes.body
1. Establish open communication style on the ship so that there will be challenge and response for the team.
2. Emphasise that everyone is a part and should challenge if there is any doubt.

-Encourage challenges
-Always challenging a difference of concepts
-Be objective and diplomatic about it

Difficulties
1. Challenger tends to be quiet and not confident, even though he/she is correct.
2. Receiver will feel authority is threatened and will respond emotionally.

-leads to accidents

# data[].attributes.body
5 Steps:
1. Identify the problem - use all resources and time available
2. Build the plans - make time and set priorities
3. Check the plans - ask for suggestions and compare plans
4. Summary briefing - check for understanding and gain commitment
5. Monitor - respond to challenges and correct failure to monitor

Relevance of STS:
- Initial actions taken to curb the problem or situation at hand, giving time for the relevant stakeholders to plan out the solution.
- At times, there may not be a long term solution while at sea. The best that can be done is to patch up any defects so that they can be properly investigated and repaired once at harbour.

# data[].attributes.body
Advantages of SOPs
- clear guidelines
- save your a**
- safe, based on experiences and/or past incident(s)

Disadvantages of SOPs
- non-exhaustive, may not cover various circumstances
- may not be up-to-date
- can be time-consuming

Context of Briefing
- importance of activity
- risk level
- leader/ POC/ IC/ zeng gei

Is there room for junior officers to take part in debriefs?

No:
- too junior, lacking in experience to contribute useful pointers

Yes:
- new insight
- may be relevant to them in the future

# data[].attributes.body
1. Power Distance
- Too much would result in subordinates being afraid to speak up or clarify.
- Distances the different groups of people.
- Too little brings about many opinions.
- Downside is that there may not be a direction for the objective in place.

2. Group vs Individual
- Group mindset would be that everybody would be a follower.
- Assume that someone would take charge of the situation.
- Individual mindset is that everyone would want to lead.
- In some instances there should not be too many perspectives as they deviate from the initial objective.

3. Uncertainty Available
- Less uncertainty limits the ability to adapt to different situations.
- Less tolerance brings about reluctance to change. This hinders the learning process.
- More uncertainty brings about more reactiveness to the oncoming situations.
- Lack of the direction in which to overcome them. Taking them as they come.

# data[].attributes.body
- delegate
- monitor stress level
- give support and encouragement
- perform briefings
- focus on important tasks
- monitor time

# data[].attributes.body
- give them time to argue
- be supportive
- do not join in
- give support and direction

# data[].attributes.body
- give direction and leadership
- make an assessment
- be authoritative

# data[].attributes.body
- co-operation develops
- team starts to work together
- members become flexible

# data[].attributes.body
- emotional resistance
- should end in agreement
- anxiety level should go down

# data[].attributes.body
- uncertain and show stress
- depend on a leader for direction
- need to be told what to do
- coded pre-announcement

# data[].attributes.body
Recognizing stress:
- strange behavior - acceleration - jump to different ideas
- tunnel vision - expectation becomes certainty - concentration on irrelevant details - deny facts and reality - perception of time

Handling stress:
- anticipation
- regular breathing
- slow down
- structured approach to crisis

# data[].attributes.body
Attitude = feelings + knowledge

# data[].attributes.body
Signs of overloading:
- distress, agitation, tendency to lash out
- degradation of work quality
- long working hours
- decreased socialisation

How to increase workload during unloading periods:
- close up more understudies
- assign tasks as learning opportunities
- plan ahead to see what work can be done in preparation for a busy period

Positive delegation:
- distribution of workload as equally as possible, according to each individual’s capability and specialisation
- early planning of work delegation to avoid rushing for last minute deadlines

# data[].attributes.body
1. expected tasks vs unexpected tasks
2. resources vs people skills
3. directly under your control vs indirectly under your control

# data[].attributes.body
Automation Dangers

Automation affects workload

New types of errors

Not noticed for hour

Mis-typing, mis-interpreting, mis-monitoring

Misunderstanding

See what we know about or want to see

Checklists and recipes

Lack of practice

Inappropriate attitudes to automation

Failure Mode Analysis

Complete loss of function

Rapid change to max or min output

Premature operation

# data[].attributes.body
1. technical training
2. management training

types of emergency
- prepared vs unprepared
- anticipated vs unanticipated
- slow reaction vs fast reaction

# data[].attributes.body
Judgement and Decision Making

Judgement Process

1. Information

2. Processing

3. Decision

Categories of Decisions

Routine

Instant

Considered

Hidden Pressure - Emotions

1. Personal reasons

2. Mission objective

Dealing with Hidden Pressure

1. Be aware!

2. Separate facts from emotions!

Factors to Improve Decision Making

1. Skills and technical knowledge

2. Collective experience

3. Resource management

# data[].attributes.body
Underlying factors:
1. competition and cost-cutting
2. crews from a mixed culture
3. frequent crew turnover

Technical:                                 information:
- engines                                  - manufacturers' manuals
- design faults                         - inaccurate charts
- hull stresses                          - company procedures
- component malfunctions     - language
- maintenance errors              - VTIS

& WEATHER

Internal factors:
- boredom
- edge of routine
- fatigue
- lack of knowledge and training

Response to errors
Type1: prevent
Type2: minimize the probability
Type3: train to recognize, avoid and minimize consequences

# data[].attributes.body
+1 optimum -1 bored
+2 concerned -2 inattentive
+3 alarmed -3 inattentive at the critical phase

- be aware of the state of the ship and alert the team leader whenever a difference in perception is evident.
- provide active support to efforts made to keep the state of the ship within normal limits.

# data[].attributes.body
1. underload                     tasks x task values
2. normal                          -------------------
3. high                                          time
4. overload

- recognize the importance of pre-planning
- state the problem at the start and during a delegation
- state how to delegate correctly

# data[].attributes.body
Dolphin best option good communication accepts challenges and uses short term strategy

Tiger
-More prone to concern for performance
-Authoritarian style
-One-way communication
-Does not like challenges
-Strong leader, good in crisis
-One-man band

Tiger team members
-Quiet, defensive
-Poor Communication and few challenges
-Decline in performance
-Morale low

Penguin
-More prone to concern for people
-Uses too much unimportant communication
-Challenge and response weak
-too forgiving of team members mistake
-Lower Standards accepted

Penguin team members
-General lowering of professional standards
-Little on job training
-low respects for leadership

# data[].attributes.body
High Auth / High Assert
- Explain reasons to them clearly
- Treat them with respect
Low Auth / High Assert
- Be competent in order to assert dominance over them
- Don't let them lead you around, be wary of their suggestions
High Auth / Low Assert
- Give suggestions / recommendations clearly, think through before giving
Low Auth / Low Assert
- Encourage them to speak up or participate by giving them simple tasks / objectives
- Watch out for them (usually newer ship crew)

# data[].attributes.body
Make time
Open and friendly
Interactive
Define responsibilities
Closed loop
Keep on course

Debriefings
As soon as possible
Yourself first
Positive and negative
Whole team
Interesting
Make plans based on the debriefing

# data[].attributes.body
5 methods of classifying national culture

1. Group or Individual

2. Power Distance

3. Uncertainty Avoidance

4. Feminine or Masculine

5. Short or Long Term

The Cultural Wheel - Methods for dealing with cultural differences

Respect

Learn

Interpreter

Explain

Procedures

Consistent

Name

Understanding

# data[].attributes.body
3 Truths
1. Sea is dangerous
2. We can't change the laws of nature
3. We make mistakes

Planning
Organising
Leading
Delegating
Controlling

Specific Behavioral Objectives:
1. Demonstrate the establishment of minimum standard of safety margins.
2. Recognize the importance of using all available human resources .
3. Identify ''Hazardous Thoughts'', for example:
-I can do it.                             -Don`t tell me what do do.
-It won`t happen to me.       -We have always done it this way.
-It`s not my job                    -Do something quic.k
-It won`t make any difference.

And work towards replacing them with their opposite ''Safe Thoughts'':
-Why take chance?             -Follow the rules.
-It could happen to me      -Then it`s about time we changed.
-Don`t give in.                      -Not so fast, think.
-We are all on the same ship.

# data[].attributes.body
(Perception, Comprehension, Projection)
1. Use all resources available to gather and filter out important information.
2. Clarify when in doubts, do not take in scanty information.
3. Close-loop communication, ensure there is always response.

To see if SA is degraded,
1. Report is missing critical information.
2. No response (Zoning out)
3. Drop in bridge state (No challenge and response, no frequent SITREPs).
4. No reports even if there are changes .

Consequences
1. Delayed reports
2. Wrong priorities, assumptions and intentions which will lead to accidents