My Stunning Padlet by Joey Zhang

Bridge Resource Management

93joeyzhangenning — 2021-12-20 06:59:31 UTC

Situational Awareness

93joeyzhangenning — 2021-12-20 06:59:49 UTC

Attitude and Management Skills

93joeyzhangenning — 2021-12-20 07:00:17 UTC

Cultural Awareness

93joeyzhangenning — 2021-12-20 07:00:56 UTC

Communication and Briefings

93joeyzhangenning — 2021-12-20 07:01:32 UTC

Challenge and Response

93joeyzhangenning — 2021-12-20 07:02:00 UTC

How to build SA?

2021-12-20 07:04:53 UTC

1. Use all available resources to help and build our SA
2. Align everyone to a shared mental model

Knowing you have lost SA

93joeyzhangenning — 2021-12-20 07:06:24 UTC

1. Fatigue/sluggishness
2. Poor reporting and mistakes
3. Losing attentiveness

Identify hazardous thoughts and change them to positive thinking

2021-12-20 07:07:06 UTC

1. Opposite safe thoughts to counter complacency
2. Knowing the rationale of doing things
3. Guard against hazardous thoughts by identifying them first

Managing diverse cultures

2021-12-20 07:07:59 UTC

• 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)

The Cultural Wheel

2021-12-20 07:09:37 UTC

Do:
- Respect
- Learn
- Interpreter
- Explain
- Procedures (checklists)
- Consistent
- Name
- Understanding

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

How to practise challenge and response?

2021-12-20 07:09:46 UTC

-Challenge the concepts
-If unsuccessful the first time, challenge again.
-If still unsuccessful, insist on the correct thing to do

How to invite challenges?

93joeyzhangenning — 2021-12-20 07:13:51 UTC

1. Inform the team that you welcome challenges
2. Affirm the act of challenging

Mental model - PCP

2021-12-20 07:15:44 UTC

Perception - What is happening?
Comprehension - What does it mean?
Projection - What might happen next?

How to respond to challenges?

93joeyzhangenning — 2021-12-20 07:16:15 UTC

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

The 3 Truths

2021-12-20 07:16:34 UTC

1. The sea is dangerous
2. You can’t change the laws of nature
3. We make mistakes

How to conduct a good briefing

93joeyzhangenning — 2021-12-20 07:20:27 UTC

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

Closed-loop reply

2021-12-20 07:21:38 UTC

Always acknowledge messages by reiterating the main points of the message.

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

Conducting a debrief

93joeyzhangenning — 2021-12-20 07:22:33 UTC

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

Factors of cultural differences

93joeyzhangenning — 2021-12-20 07:29:31 UTC

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

Causes of losing SA

93joeyzhangenning — 2021-12-20 07:33:38 UTC

Personal
- over exertion
- emotional health
- tunnel vision

Company
- culture
- training
- manpower distributiin
- safety management

Short Term Strategy

93joeyzhangenning — 2021-12-21 01:05:54 UTC

5 key steps

93joeyzhangenning — 2021-12-21 01:07:26 UTC

1. Identify problem
2. Build Plans
3. Check plans with the team
4. Summary briefing
5. Moniter plan is followed through with

Why adopt short term strategy?

93joeyzhangenning — 2021-12-21 01:10:49 UTC

- to overcome unforseen problems not covered by SOP
- teamwork to share knowledge and decreasing risks caused by information gaps

2021-12-21 01:11:20 UTC

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

Authority and Assertiveness

93joeyzhangenning — 2021-12-21 03:00:44 UTC

Effects of authority and assertiveness

93joeyzhangenning — 2021-12-21 03:03:38 UTC

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

Tiger (concern for performance)

93joeyzhangenning — 2021-12-21 03:32:28 UTC

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

Management Styles

93joeyzhangenning — 2021-12-21 03:33:05 UTC

Penguin (concern for people)

93joeyzhangenning — 2021-12-21 03:34:20 UTC

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

Sheep (middle)

93joeyzhangenning — 2021-12-21 03:36:27 UTC

- good but not great
- has reasonable communication
- lack of assertiveness or goals
- overall average management

Impacts:
- team hides weaknesses
- average results achieved

Reacting to less ideal management

93joeyzhangenning — 2021-12-21 03:38:04 UTC

-challenge and response (be assertive, utilise humor)
-welcome challenges
- building interpersonal skills

Snail (little care for people or performance)

93joeyzhangenning — 2021-12-21 03:39:38 UTC

-too low standards
-poor communication
-no authority
-poor short term strategy

Dolphin (a good leader)

93joeyzhangenning — 2021-12-21 03:41:21 UTC

- good communication
- accepts challenges
- uses short term strategy

What is an overload situation?

93joeyzhangenning — 2021-12-21 05:27:52 UTC

- sloppy behaviour
- rushed and sub par work
- fatigue
- lack of support from team members

Why delegation is not utilised properly

2021-12-21 05:29:23 UTC

- 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

How to increase workload during underload situations?

93joeyzhangenning — 2021-12-21 05:29:29 UTC

- pre planning for other future works
- engage in other works
- set higher standards
- help others that are struggling/training

Workload

2021-12-21 05:30:35 UTC

State of the Ship

2021-12-21 06:00:16 UTC

Regaining state of ship

2021-12-21 06:01:18 UTC

Too high:
- delegate and lighten workload
- explain situations, provide direction

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

Factors affecting State of the Ship

2021-12-21 06:06:25 UTC

• workload • personality • motivation
• experience • tiredness • health
• change • external • technology

Different bridge states

2021-12-21 06:13:17 UTC

low workload vs high workload
low stress vs high stress
+3 Alarmed
+2 Concerned
+1 Optimum
-1 Bored
-2 Inattentive
-3 Inattentive (critical)

Human involvement in error

93joeyzhangenning — 2021-12-22 00:46:47 UTC

Leadership in Emergencies

2021-12-22 00:47:11 UTC

Crisis and Crowd Management

2021-12-22 00:47:30 UTC

Automation Awareness

2021-12-22 00:47:46 UTC

Judgement and decision making

93joeyzhangenning — 2021-12-22 00:47:57 UTC

Underlying factors

93joeyzhangenning — 2021-12-22 00:51:51 UTC

- competition and cost cutting
- crews from mixed cultures
- frequent crew turnover

External errors:

93joeyzhangenning — 2021-12-22 00:52:22 UTC

- technical (effects of automation)
- information
- weather

Internal factors:

93joeyzhangenning — 2021-12-22 00:56:36 UTC

- boredom and inattention
- edge of routine
- fatigue
- lack of knowledge
- lack of training

Responses to error

93joeyzhangenning — 2021-12-22 01:03:04 UTC

- prevent (eg. rsn Safety chat/RAMs/open reporting)
- minimize probability
- training/minimise consequences

Judgement process

93joeyzhangenning — 2021-12-22 01:21:43 UTC

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

Guarding against hidden pressures

93joeyzhangenning — 2021-12-22 01:44:01 UTC

- pre-planning
- increasing own competency to increase certainty in self
- challenge and response (expertise from all)

Types of emergencies

93joeyzhangenning — 2021-12-22 02:35:23 UTC

- prepared <-> unprepared
- anticipated <-> unanticipated
- slow reaction <-> fast reaction

Leadership

93joeyzhangenning — 2021-12-22 02:36:26 UTC

- 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

Leadership in emergencies

93joeyzhangenning — 2021-12-22 02:42:25 UTC

- delegation
- following and not intruding on leadership

Automation Surprise

93joeyzhangenning — 2021-12-22 03:12:34 UTC

- intention for machine doesn't match actuality

Automation characteristics

93joeyzhangenning — 2021-12-22 03:17:09 UTC

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

Automation dangers

93joeyzhangenning — 2021-12-22 03:19:16 UTC

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

Automation effect on MRM

93joeyzhangenning — 2021-12-22 03:26:46 UTC

- 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

Crowd behaviours

93joeyzhangenning — 2021-12-22 06:26:58 UTC

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"

Crisis debriefing

93joeyzhangenning — 2021-12-22 06:32:59 UTC

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

Objectives for Team Leader

2021-12-22 06:36:42 UTC

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

Objectives for Team Member

2021-12-22 06:41:19 UTC

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

Reptile & Controlling Brain Functions

2021-12-22 06:45:15 UTC

REPTILE
• Anger • Fear • Survival Instincts
• Motor Skills • Attitudes

CONTROLLING
• Logic • Controlling Older Brother • Attitudes

* attitude = feelings + knowledge

Recognizing Stress

2021-12-22 06:49:40 UTC

• 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

Handling Stress

2021-12-22 06:51:56 UTC

• Anticipation - mental rehearsal
• Regular breathing
• Slow down - we don’t have time to be in a hurry
• Structured approach to the crisis

Psychological Crisis Phases

2021-12-22 06:53:16 UTC

• Shock & orientation
• Storming
• Action