Collecting Evidence using SHEL SHEL MODELLING (Hawkins) BUSHEHR PORT AND MARITINE ORGANISATION PART III

Transcription

1 Collecting Evidence using SHEL SHEL MODELLING (Hawkins) BUSHEHR PORT AND MARITINE ORGANISATION PART III

2 LIVEWARE-LIVEWARE FACTORS

3 LIVEWARE-LIVEWARE FACTORS VERBAL COMMUNICATION CREW INTERACTION Worker- Management VISUAL SIGNALS (BODY LANGUAGE) PASSENGER BEHAVIOR Regulatory Requirements and Overview

4 LIVEWARE-LIVEWARE FACTORS VERBAL COMMUNICATION Misunderstandings Misinterpretations Language barriers Ambiguity Pronunciation Improper language usage Frequency of word use Length of words used Phraseology Content and rate of speech Quality of communication equipment Personal hearing deficiencies, age, hearing expectations, etc.

5 LIVEWARE-LIVEWARE FACTORS CREW INTERACTION Individuals to work for or against each other Crew compatibility/pairing in terms of personality, experience level and working habits Cultural differences Language differences Training Briefings Crew coordination Task assignment Age

6 LIVEWARE-LIVEWARE FACTORS PASSENGER BEHAVIOR Physical challenge of passengers & impact on crew actions, attitudes, and behaviour. Passenger pressure, cooperation, intoxication, apprehension, anxiety, etc

7 LIVEWARE-LIVEWARE FACTORS WORKER-MANAGEMENT ORGANIZATIONAL FACTOR Compatibility of organizational goals with safety Organizational effect on communications between management and operations Identification of known risks and their management Adequate detection and warning systems Personnel selection and recruitment policies Staffing policies Training policies Remuneration/incentive structure Scheduling policies Seniority policy, etc.

8 LIVEWARE-LIVEWARE FACTORS WORKER-MANAGEMENT SUPERVISION Existence, implementation, currency, completeness, and accuracy of Company policies, procedures, and quality controls. Practices which differ from prescribed procedures The adequacy of personnel monitoring and support programs Scheduling practices Remuneration practices Supervisory duties, etc.

9 LIVEWARE-LIVEWARE FACTORS WORKER-MANAGEMENT WORK ENVIRONMENT Pressures due to operational policies, peers, management. Turnover rates, Company morale, Compatibility of company policies and work practices, Compatibility of company policies and work settings including reliable equipment,

10 LIVEWARE-LIVEWARE FACTORS WORKER-MANAGEMENT ASSOCIATION & UNIONS Effect of union policies, and practices on workers, management, work habits; post-merger negotiations, Contract negotiations, etc.

11 LIVEWARE-LIVEWARE FACTORS REGULATORY REQUIREMENTS & OVERVIEW FOR THE OPERATING ORGANIZATION: If regulatory requirements are relegated to a low importance If members are encouraged to bend the rules. Deficiencies in the rules and regulations FOR THE REGULATOR: Deficiencies in the certification and/or procedures, Deficiencies in surveillance, audit and

12 It may be tempting to stop when these unsafe acts are identified, but safety is not well served by doing so. Chapanis(1965) when causes of accidents are attributed to carelessness, faulty attitude, inattention, or some other such label, little is achieved in preventing recurrence. Safety can be better served by explaining the behaviour behind the label.

13 END OF PART III تهیه و تنظیم: احسان گلستانی بازرس سوانح دریایی