BRM

BRIDGE RESOURCE
MANAGEMENT
COMPASS Training Center Inc.

Luna Orosa Bldg
1913 Taft Ave cor Remedios Street,
Malate, Manila, 1004
www.compass.ph
BRIDGE RESOURCE MANAGEMENT
BRIDGE RESOURCE
MANAGEMENT
1 Review of Basic Principles

Introduction to BRM & Concepts
Communication, Leadership, Bridge
Organization & Teamwork
Master /OOW – Pilot Relationship
Error Chain Analysis & Breaking, Situation
Awareness
Situational Awareness
WHAT IS BRIDGE RESOURCE MANAGEMENT?
it is the ACT of managing; handling, supervision, or control of business or other enterprise such as the
bridge & engine room when applied to maritime vessels. the person who directs, controls, manages
resources and expenditures; a person who handles a responsibility and has resources under him such as
subordinates and has also a manager above him called his superiors.
THIS PERSON WHO DO MANAGEMENT IS CALLED THE MANAGER.
Onboard ship it’s the Master or Chief Engineer.
Why bridge resource management?
To cope with emergencies.

Accident prevention
Regulatory requirements
Safety.
ACCIDENTS
Titanic - 1st SOLAS Convention

Torrey Canyon - Marpol 73
Amoco Cadiz - Marpol 73/78
Exxon Valdez - OPA 1990
Braer – ERP
Herald of Free Enterprise
Estonia - ISM Code
M T PRESTIGE
Oil tanker carrying 60,000 tonnes of crude oil which spilled in the Atlantic Ocean near the coast of Spain
last November 2002.
CAUSES OF MARITIME ACCIDENTS
20% Act of NATURE.

80% Human Error.
FACTORS AFFECTING PERFORMANCE
HUMAN ERROR
Seafarer
Poor Shipping Management
What is bridge resource management?
This training programme deals with management in highly operational situations.
BRIDGE RESOURCE MANAGEMENTAPPLICATIONS
Ship Bridges
Medical Operation Theatres
Engine Control Rooms
Cargo Control Rooms
Aircraft Cockpits
It is a fact that the way human beings interact, communicate and make decisions in such
situations is quite similar. So management errors are also similar.
The base of this course was developed in the airline industry as a result of research which
showed that most aircraft accidents are caused not by technical errors but by crew
management error.
CREW MANAGEMENT ERROR
Preoccupation with minor technical problems.

Failure to delegate tasks.
Failure to assign responsibilities.
Failure to set priorities.
Inadequate monitoring.
Failure to use available data.
Failure to communicate intent and plans.
Failure to detect and challenge deviations from standard operating procedures.
LACK OF COMPETENCE IS ACTUALLY A MINOR REASON FOR AN ACCIDENT!
BRIDGE RESOURCE MANAGEMENT OBJECTIVES

To have a good situational awareness and knowledge with the following:
Position, course and speed
Main Engine Condition
Hazards to navigation
Weather condition
Crew Condition
Pilot’s intentions
OBJECTIVES OF THE COURSE
To obtain relevant information early.

To build a shared mental model of the situation.
To be cautious, safe strategies and keep options open as long as possible.
To have realistic and sensitive to constraints.
To share workload.
To monitor progress by cross-checking each other.
The role of the maritime resource management is to help the mariners use all available resources at his
disposal.
THE RESOURCES ARE THE FOLLOWING:
External Assets
Ship’s Personnel
Communication Lines
Pilot
Documentation
Ship’s Equipment
Procedures
Engine Room
REQUIRED/RECOMMENDED/ SUGGESTED BY THE FOLLOWING CONVENTIONS AND

ORGANIZATIONS:
ISM Code
STCW 95
US 33 CFR 157.415
Flag State / Administration
Port State Control
Insurance Association
Industry Standards
14 ELEMENTS OF RESOURCE MANAGEMENT
Attitudes & Management Skills

Cultural Awareness
Communications & Briefings
Challenge & Response
Short Term Strategy
Authority & Assertiveness
Management Style
Workload
State of the Vessel
Human Involvement in Errors
Judgment & Decision Making
Emergencies & Leadership
Crisis Management
Automation Awareness
ATTITUDES & MANAGEMENT SKILLS
BY THE END OF THIS LESSON YOU WILL BE ABLE TO:

State the “three truths”
Recognize common “hazardous” thoughts and state their opposite “safe” thoughts
Recognize the importance of Management Skills
ATTITUDE AND MANAGEMENT SKILLS PLAY A CRUCIAL ROLE IN THE SUCCESS OF ANY
SHIPBOARD OPERATIONS
An officer with the right attitude towards his work and colleagues coupled with the right way of
managing his subordinates would lead to an optimum result.
THE THREE TRUTHS
The sea is dangerous.

We cannot change the law of nature.
We make mistakes.
7 HAZARDOUS THOUGHTS -1
We’ve always done it that way.

Then it is about time to change.
It won’t make a difference.

Don’t give in.
I can do it.
Why take chances.
It won’t happen to me.

It could happen to me.
Do something quickly.
Not so fast, think.
Don’t tell what to do.

Follow the rules.
It’s not my job.

We are all on the same ship.
RESEARCH SHOWS THAT MAJOR ACCIDENTS ARE CAUSE NOT BY SHIP HANDLING SKILLS BUT
BY MANAGEMENT SKILLS
MANAGEMENT SKILLS APPLIED ONBOARD SHIPS:
Planning
Organizing
Leading
Controlling
Delegating
THIS COURSE IS ABOUT YOU, IT IS A PRACTICAL COURSE, NOT AN ACADEMIC
CULTURAL AWARENESS
BY THE END OF THIS LESSON YOU WILL BE ABLE TO:

Explain the need for cultural awareness
Explain five ways of classifying national culture
Explain what you can do – the cultural wheel
Communication is difficult even without culture.
The master or chief engineer is in the middle and needs to communicate with many different people in the
organization.
Cultural gap or cultural differences often times contribute to misunderstanding onboard and there is a need
to know others people culture.
Cultural gap or cultural differences often times contribute to misunderstanding onboard and there is a need
to know others people culture.
FACTORS OF CULTURE:
Region
Spoken language
Body language
Job
Education
Travel
Age & sex
Social class
Personality
Other factors
NOTE
Individuals in different cultures can have more in common than individuals in the same culture.
Asians can be westernized; Americans can be quite. So keep an open mind and don’t stereotype
people, they’ll probably surprise you
5 WAYS OF CLASSIFYING CULTURE
Group or Individual
Power Distance
Uncertainty Avoidance
Masculine or Feminine
Short or Long Term Planning
1. GROUP/INDIVIDUAL
GROUP
– Maintain harmony, avoid confrontation
– Mistakes mean loss of face for the individual and the group
INDIVIDUAL
– Speak out and be honest
– Mistakes mean guilt and loss of self respect
Small Power Distance

– It is not accepted that not everyone is equal
– Expect to be consulted
Large Power Distance

– Expect to be told what to do
– It is accepted that not everyone is equal
3. UNCERTAINTY AVOIDANCE
Low Uncertainty Avoidance

– Precision and being on time must be learned
– Accepts change
– Accepts different and new ideas and behavior
High Uncertainty Avoidance

– Precision and being on time are normal
– Resists change
– Rejects different and new ideas and behavior
4. FEMININE/MASCULINE
Feminine
– People are supposed to be modest
– Emphasis on equality, solidarity and quality of life
Masculine
– People are supposed to be forceful, ambitious and tough
– Emphasis on heroism, competition and performance
5. SHORT/LONG TERM PLANNING
Long Term Planning

– people will keep going towards slow results
Short Term Planning

– Quick results are expected
INCREASE CULTURAL AWARENESS ON BOARDSHIP
Respect other people’s culture for good communication

Learn what motivates people as individuals and as members of their culture
Interpreter - pay careful attention to body language and to reactions. You may need a cultural
interpreter familiar with the culture who can act as a link between cultures
Explain actions and give clear messages in simple language
Procedures - check understanding. Use written checklist to reduce misunderstandings
Consistent – keep a consistent approach and attitude. Cultural communication is two-way. If a
receiver can understand your culture this can bring you both closer to each other
Name - use a person’s name. This helps communication in most, if not all cultures
Understanding - work at increasing your understanding of the culture
THE DON‘TS ABOUT CULTURAL AWARENESS
Don’t stereotype people - individual variation is very wide

Don’t assume people have your values
Don’t offend people - there are cultural, religious and body language rules that will offend certain
cultures
COMMUNICATIONS & BRIEFINGS
THE PRINCIPLES OF GOOD COMMUNICATION
Setting the climate

Interactive
Closed Loop
SETTING THE CLIMATE
The Master / Chief Engineer must set a good climate to his subordinates in order to foster good
communication.
When the Master / Chief Engineer is open to his men there would be an effective communication
among the team deck/engine department.
CLOSED LOOP
When a message or instruction by a sender has been received by the receiver well understood &
confirmed (agreed).
BRIEFING GUIDELINES
Make time
Open and friendly
Who should run?
Interactive
Define responsibilities
Closed loop
BRIEFING GUIDELINES KEEP ON COURSE ANY MORE QUESTIONS?
DEBRIEFING GUIDELINES
As soon as possible
Yourself first
Positive & Negative
Whole team
Interesting
Make plans
CHALLENGE & RESPONSE
Challenger – speaking up if something wrong or maybe wrong.

Response – reaction to a challenge.
The manager shall emphasize that bridge/engine team members should challenge when there is any doubt
about differences in concept.
USE THE CHALLENGE & RESPONSE IN THIS CONCEPT
USE CHALLENGE AND RESPONSE TO:
Set limits
Verify the challenge using a third source if possible
When making a challenge, be diplomatic
Accept or deny the challenge
CHALLENGER BLOCKED
Quiet bridge team

Lack of confidence
Weak in assertiveness
High power distance
 Do not understand the system

 Do not accept responsibilities
 Interpersonal conflict
RECEIVER BLOCKED
Feels authority is threatened

Lacks confidence
Responds emotionally
Poor communicator
Poor manager
SHORT TERM STRATEGY
Short Term Strategy is a practical method for dealing any type of task, but usually useful in
abnormal or emergency situations when use of all available resources is necessary.
When we speak of emergency it is usually a time constraint situation.
SHORT TERM STRATEGY
5 STEPS OF SHORT TERM STRATEGY
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 suggestion
– Compare plans
– Consider inputs
– Anything missing?
5 STEPS OF S.T.S.
SUMMARY BRIEFING
– Check understanding
– Set monitoring guidelines
– Gain commitment
5 STEPS OF S.T.S.
MONITOR
– Respond to challenges
– Correct failure to monitor
HOW TO CREATE THE TEAM FOR STS?
Take care each other.

Inspire each other.
Cooperate w/ each other.
Create a good climate.
Understand each other’s work situation.
Understand our limitations.
Respect each other.
AUTHORITY & ASSERTIVENESS
Are major hazard in shipping perhaps because of history and tradition.

Understanding it can help to limit its negative effect.
AUTHORITY
The Master has formal authority because of his legal and company responsibility, same with Chief
Engineer.
He may also have personal authority. Formal and Personal Authority are linked.
If Personal Authority is weak, then Formal Authority must be used. But if Personal Authority is
strong, then a good Master or Chief Engineer has little need to use his Formal Authority.
In this lesson were not talking about formal, legal and company authority but about Personal
Authority. The level of authority that others see may be different from what was intended.
ASSERTIVENESS
Giving your ideas whether they are right or wrong.

It can come from confidence, knowledge, skill, experience or just personality.
Understanding it can help to limit its negative effect.
NOTE
Authority and Assertiveness are very similar. We associate Authority with the Master and the
person in-charge and assertiveness with the officers, junior members of the team or the crew.
Most people would agree that a Balance between the authority and assertiveness of any two
members gives the safest situation.
Everyone must be assertive enough to contribute to and, if necessary, challenge the situation.
REASONS FOR DEVIATING FROM THE BALANCE LEVELS
A. TOO HIGH AUTHORITY of Master, Pilot, Chief Engineer.

– Total command expected – he thinks that total command is expected of him – “that’s the
way it is at sea.”
– Lacks communication skills - unaware of the need to communicate effectively.
– CAN’T DELEGATE - gives orders and only expects officer’s physical not intellectual help.
Also because he doesn’t see the need or doesn’t know how to delegate (or send another
person as a representative of himself).
– PERFORMANCE ORIENTED - he is too performance-oriented. More interested in results
than people.
– NEEDS TO PROVE HIMSELF - he is newly appointed and feels unsure, so he needs to
prove himself.
B. TOO LOW ASSERTIVENESS of Officer is more common

– SILENCED BY MASTER/CHIEF ENGINEER’S AUTHORITY – he feels silenced by a
superior officer in authority.
– UNAWARE OF WHAT’S EXPECTED OF HIM – he was not adequately briefed.
– LACKS COMMUNICATION AND MANAGEMENT SKILLS – he was not being trained in
communication and management skills. He may not be aware of the need for such skills.
– PERSONALITY CLASH – cannot get along well with each other.
DANGERS OF THE FOUR EXTREME COMBINATIONS
1. HIGH AUTHORITY – LOW ASSERTIVENESS – The team does not participate in decision-making.
2. LOW AUTHORITY – HIGH ASSERTIVENESS – least dangerous situation. High assertiveness can
compensate for low authority.
3. HIGH AUTHORITY – HIGH ASSERTIVENESS – can lead to a clash of personalities. What would
happen if there was an emergency while they were arguing? It will also take time and emotional
effort to repair the bad feeling for the rest of the voyage.
 LOW AUTHORITY – LOW ASSERTIVENESS – Nobody recognizes the problem.
Decisions may not be made; they may be made too late or incorrectly.
CONCLUSION:
Be aware of your own level of authority or assertiveness and the effect you have on others.
MANAGEMENT STYLE
Please note that we will be dealing with management style, not persons with typical characteristics.
Ideally, a person can switch from different management style depending on the situation.
5 MANAGEMENT STYLES
TIGER (Characteristics)
Authoritarian style
One way communication
Does not like challenges
One man band
Good leader in crisis
Quiet and defensive bridge/engine team members
Poor communication and few challenges
Decline in performance
Low Morale
PENGUIN (Characteristics)
Uses too much unimportant communication

The challenge & response is weak
He is too supportive to bridge/engine team members
Lower standards tolerated
PENGUIN Effects of this Style
General lowering of professional standards

Low Morale
Little on the job
Low respect for the leadership
SHEEP
CHARACTERISTICS
– Sets standard in between
– Average communicator
– Authority is moody
– Seldom applies Short Term Strategy
SNAIL
Characteristics
– Set standard too low
– Poor communicator
– No authority
– Poor short-term strategy
DOLPHIN
• Characteristics
– Good communications
– Accepts challenges
– Uses short-term strategy
CONCERN FOR
PERFORMANCE
CONCERN
FOR PEOPLE
DOLPHIN
The ideal manager is somebody who is very concerned with performance but the same time makes
best uses of his bridge/engine team.
He uses the Marine Resource Management tools. Communications & briefings are carried out in
the correct way.
He establishes a good challenge & response environment, & always uses the short term strategy
when appropriate.
HIGH ON PERFORMANCE AND HIGH ON PEOPLE
WORK LOAD
There are dangers of too low and too high workloads and should be avoided systematically using
methods like task analysis, delegation and rotation of work.
EXPECTED TASKS
Passage Planning
Loading
Discharging
Supplies
Crew Scheduling
Emergency Drills
UNEXPECTED TASKS
• Bad Weather
• Accidents
RESOURCES
• Time
• Financial
• Man Power
PEOPLE SKILLS
• Experience
• Attitude
• Technical Skills
WORKLOAD
• DIRECTLY UNDER YOUR CONTROL

– Voyage planning
– Briefing
– Checklists
– Training
– Experience
– Defining Procedures
• INDIRECTLY UNDER YOUR CONTROL
– Management Support
– Company Standing Orders
– New Technology
DELEGATION
• Everyone agrees that delegation is a good idea, but few people do it and ever fewer people do it
well.
Why is that?
HAZARDOUS THOUGHT ABOUT DELEGATION

HAZARDOUS THOUGHT ABOUT DELEGATION

DELEGATION CHECKLISTS
• Which tasks?
• To whom?
• Briefing.
• Let go.
• Monitor.
• Reward.
STATE OF THE VESSEL
• Our ship’s instrumentation tells us:

– The state of the bridge or engine control room
– Speed and Course, machinery spaces etc..
– Message of checking the component of human being as to how we are performing &
reacting.
• The state of manning the bridge & the engine room.
• It is generated by the combination of the bridge team/engine team member’s personal state of
mind.
When combined, the ff. factors give personal state of mind and general state of vessel when
combined:
• Stress
• Experience
– Response to change
FACTORS THAT AFFECT STATE OF THE VESSEL:
1. Work Load
2. Personality
3. Motivation
4. Experience
5. Tiredness
6. Health
7. Change
8. External
9. Technology
Indicators to measure your state and the state of the bridge/engine as a whole:
1. At +1, you are alert, attentive and performing well. There are no technical problems and no people
problems. The weather is fine, and everybody feels fine.
2. If you feel that you’re becoming bored and small errors are starting to occur, then you’re slipping
into a –1 state.
3. At +2 state, a problem has developed making you feel concerned, sometimes it’s not clear what the
problem is, but the feeling is real and it is beginning to affect your performance. More problems
may occur, workload may start to increase.
4. At –2 state:
− Monitoring is not getting done.
− The instrument may be uncontrolled and you may be relying on them completely, and may
not recognize the problem.
− You may daydream, make careless errors and get bad-tempered.
5. At +3 state, when you feel that the situation is getting serious, then the workload or the level of
stress can cause a strong sense of alarm even danger.
6. At –3:
− You are in a really dangerous situation.
− In critical situations, you may notice and suddenly wake up.
− Inattentiveness can be even more dangerous than a more recognizable emergency.
NOTE
• Your actions are affected by how you feel about the state of the bridge/engine.
• This may not be the real state whether you feel happy with the situation, concerned, alarmed,
bored or inattentive. That feeling will affect your performance.
SUMMARY:
• –1 / +1 = Take extra care to avoid situation getting worse.
• –2 / +2 = Take action to correct the situation.
• –3 / +3 = Avoid the critical extremes at all costs. But if you find yourself in them, take action to get
out immediately.
HUMAN INVOLVEMENT IN ERRORS
• Some incidents and accidents are caused only by acts of God.

• But human error usually plays a major part.
• Actually its human involvement in errors because there’s often not one but a chain of errors.
• It’s easier and costs less to blame seafarers, pilots, or VTS solving the real causes takes much
longer.
UNDERLYING FACTORS leading to the hazards and risks:
• Increased competition and emphasis on cost cutting.

• Increasing age of the world’s fleet. This can lead to new and strange technical problems.
• Crews from mixed cultures.
• Frequent new crew turnover.
2 TYPES OF ERRORS
• A. EXTERNAL ERRORS
– outside one’s direct control.
• Types Of External Errors
1. TECHNICAL
– Engines
– Design faults
– Hull stresses
– Component malfunctions
– Maintenance Errors
TYPES OF EXTERNAL ERRORS

2. INFORMATION
– Manufacturer’s manuals
– Inaccurate charts
– Company procedures
– Language
– Vessel Traffic System
– Lack of Materials
– Spares, tools etc…
TYPES OF ERRORS:
B. INTERNAL ERRORS – Inside our head

• EXAMPLES OF INTERNAL ERRORS
– Boredom – inattention
– Edge of routine – doing the same task repeatedly
THREE TYPES OF RESPONSE TO AN INCIDENT OR ACCIDENT

• Type 1 – PREVENT
– Prevent it happening again by making the combination of situations impossible
– For example to prevent collisions in a dangerous fairway, the fairway authorities could
allow only one vessel on the fairway at a time.
– Type 1 solutions are often technical and take time to introduce.
TYPE 2 – MINIMIZE THE PROBABILITY
• If prevention is impossible then minimize the probability of the same combination happening again.
• An example is the introduction of separation schemes to minimize collisions.
Type 3 – TRAIN TO RECOGNIZE, AVOID, MINIMIZE THE CONSEQUENCES
• If type 2 is difficult then train how to recognize and avoid the situation.
• An example is rules of the road. In the worst case train how to minimize the consequences of the
situation if it happens because you often need a type 2 and a type 3 response.
• Try a safety check when you look at safety, item-by-item, concentrate on what you can do.
SUMMARY
• There are so many sources of error external to the bridge and inside our heads that we will
never be able to guarantee absolute safety. There are many FACTORS UNDER YOUR
CONTROL.
• You can have a SAFETY POLICY to reduce errors.
• When others or we make mistakes, we should have a policy of deliberately learning from them
by reading, debriefing and using personal experiences. We should make the best type of
response to errors.
JUDGMENT & DECISION MAKING
• JUDGMENT is defined as processing information to produce a decision and a decision as the

conclusion of the judgment process, showing the action to be taken..
Good judgment can be learned but this isn’t easy. It takes time and experience.
JUDGMENT
• Is involved in choosing the pieces of information and in processing them to build up the picture.
• Is a chain of decisions. You can think of each decision as a switch between 2 options.
• Each decision can involve good judgment or poor judgment.
COMMON FACTORS AFFECTING JUDGMENT

1. Hidden Pressure
– One factor that often affects our judgment
– Hidden because unnoticed; Pressure because it gradually increases
• Not immediately obvious. Hard to detect and cure.
• Not always bad. Sometimes it points to factors that we really haven’t noticed or
given enough weight to.
• Example: Personal reasons to get home & company costs and profit goals.
2. Not so hidden pressure
• Examples: Weather, technical problems etc..
Dealing with Hidden Pressure
• Be aware of it as a possible problem and be alert for it
• Separate facts from emotions
CATEGORIES OF DECISIONS
1. ROUTINE DECISIONS
a. Often simple choices.
b. For example the vessel’s speed through restricted channels or how many tugs to use,
planned maintenance.
c. They are usually covered by company guidelines or by your experience or are obvious.
2. INSTANT DECISIONS
a. Are when there’s no need or little time for judgment.
b. Some instant decisions involve high risk and possibly high stress.
c. For example the threat of grounding, loss of power, they need fast reactions.
3. CONSIDERED DECISIONS
a. Need a lot of judgment.
b. They could be linked to one or more short-term strategies to solve the problem.
c. But they don’t have to involve problems. They could be important decisions that need
careful thought from the whole team.
Examples:
• Deviating
• Who’s going to maneuver the vessel?
• Entering or leaving port in bad weather.
• Machinery breakdown.
PROCESS INVOLVED IN COMING TO A DECISION

1. INFORMATION
• Find all the available information.
2. PROCESSING
• Next, process it weighing the options. Consult with people throughout.
3. DECISION
• Then comes the decision
• You’ll need to summarize the options, make the choice, and then get agreement to go with
it.
NOTES ON DECISION
1. Bad decision despite good judgment. A decision is only as good as the information on which it’s
based. Garbage in, garbage out. So, continually check the quality and relevance of information.
2. Decisions that require instant reactions
1. train yourself to act quickly.
2. discipline yourself to act slowly. Count to ten.
3. When you decide to leave things as they are, this is a conscious decision. A decision has been
made and you should clearly communicate this fact.
4. If you unconsciously fail to take a decision for whatever reason, this does not occur at any
particular point in time, this can be serious.
EMERGENCY AND LEADERSHIP

• EMERGENCIES
– Situations that require special attention
– They need good judgment and strong personal abilities
• LEADERSHIP
– Important all the time but it’s essential during emergencies
TYPES OF EMERGENCY
• Prepared – with a procedure already designed to handle it. Ex. Fire, evacuation, man overboard
• Unprepared – no planned procedure. Ex. Collision, explosion
• Anticipated – either you are expecting it or there’s enough warning. Ex. Icebergs
• Unanticipated – you are not expecting it. Ex. Equipment malfunctions
TWO TYPES OF REACTION TO AN UNANTICIPATED EMERGENCY

• Slow reaction – you have time to respond carefully
• Fast reaction – a reflex reaction
Prepared, Anticipated, Slow Reaction Emergency – easy to handle
Unprepared, Unanticipated, Fast Reaction Emergency – most difficult to handle
TIPS
• The situation can often be confused or unclear.
• If things are stable, then play safe and don’t act too fast until you’re sure you’re doing the right
thing.
• If unstable, you have to rely on past experience, ability and technical skills to take immediate
action.
• Prepare and anticipate different situations by mentally rehearsing: What if this happens? What
would we do?
• Keep alert and get ready for possible emergencies even unlikely ones.
• Once you’re in an emergency situation, you just have to react. The time to build your defenses is
before the emergency.
• Technical Training – having a personal development plan and timetable to increase technical
knowledge, skills and experience
• Management Training – using Resource Management Methods to increase management skills
• What you put into your Personal Development is what you get out. In an
emergency you’ll probably get out only a part of what you put in.
• So put a lot more in than you need to take out.
LEADERSHIP
• Emergencies demand leadership
• There may be little time to consider a short-term strategy or discuss management style
• But leadership is always important
• Right Conditions on Leadership by using all R.M. Tools such as:
• Good Communications
• Open Challenge and Response Style
• Short Term Strategy
• Controlling Workload
• Management Style
CRISIS MANAGEMENT
When Marine Resource Management principles fails and accident did happened, we still need to handle
the situation using crisis & crowd management.
RECOGNIZING AND HANDLING STRESS
NORMAL EMERGENCY PREPARATION

Standard procedures for emergency
Roles in emergency task teams
Regular practice drills
Communications to crew and passengers
CRISIS & CROWD MANAGEMENT
Stress
Managing the crisis through its phases
Managing the crowd/crew behavior

Personal crisis debriefing
CONTROLLING BRAIN PLUS REPTILE BRAIN
• Knowledge
• Attitudes
• Experience
• Training
• Anticipation
• Logic
LOGIC PLUS INSTINCT
Stress is a state of extreme difficulty, pressure, or strain.

RECOGNIZING STRESS
• Strange Behavior
• Acceleration – Over Activity
• Jump to different solutions & ideas
• Expectation becomes certainty
• Tunnel Vision
• Concentration on irrelevant details
• Denying facts & reality
• Perception of time
HANDLING STRESS
• Regular breathing
• Slow down – we don’t have time to be in a hurry
• Structured approach to the crisis
MANAGING THE CREW

• Taking Command
– Self knowledge
– Training
– Awareness of crisis phases
CRISIS PHASE
• SHORT TERM STRATEGY
1. Identify the problem
2. Build the plans
3. Check the plans
4. Summary briefing
5. Monitor
CRISIS PHASE 1 (SHOCK & ORIENTATION)

2. Build the plans
3. Check the plans
4. Summary briefing
5. Monitor
• Uncertain & show stress
• Depend on a leader for direction
• Need to told what to do
• Coded pre-announcement
CRISIS PHASE 2 (STORMING)

2. Build the plans
3. Check the plans
4. Summary briefing
5. Monitor
• Emotional resistance
–mild unease or open conflict
• should end in agreement
•
• anxiety levels should go down
CRISIS PHASE 3 (ACTION)

2. Build the plans
3. Check the plans
4. Summary briefing
5. Monitor
• Cooperation develops
• Team start to work as a team
• Members become more flexible
AUTOMATION AWARENESS
• EXAMPLE OF MODERN SHIP BRIDGES
MODERN ENGINE CONTROL ROOM
AUTOMATION
• Give us different levels of help.

• An example of a low-level of automation bridge is whether helmsman can be replaced by an
autopilot.
• With the medium level of automation we’re still in the middle and in full control. But we’ve got more
help we can call on.
• But in highly automated environments, example: modern ships bridges or engine control room, the
automation may take action on its own and keep us out of the loop.
• Automation, in fact the computers it consists of, is there to help you and has many powerful
properties.
BASIC DIFFERENCES BETWEEN AUTOMATION AND HUMANS
• AUTOMATION
– Good at monitoring data for yrs without getting tired
– Computers can store, handle, retrieve large amounts of data at high speed
– Perform many tasks at the same time
– Decisions based on programming
• HUMANS
– Bad at monitoring data and get bored and tired easily
– Not so fast and reliable
– Only one or two tasks at the same time
– Anticipate and improvise
AUTOMATION
• Will support us with data and warnings, provided we understand and communicate properly with it.
• AUTOMATION CHARACTERISTICS
• MODES (sets of instructions from you or from another system)
• Normal – when an automated system is working properly. They minimize
workload. You get training and hands-on practice
• AVAILABILITY VS. OBSERVABILITY
AVAILABILITY VS. OBSERVABILITY
• Availability – data are available physically, but it may be difficult to detect or it may be silent.
• Observability – data may be too observable with too many noisy alarms so you immediately switch
them off.
SOME CHARACTERISTICS OF AUTOMATION:
• Automation gets stronger when it can carry out longer sequences of actions without humans.
• It gets increased authority when it can override operator input.
• Automation can be difficult to control because it may be difficult to change mode, especially in very
rare abnormal modes.
• Automation can be complex.
• Automation can be so good that we trust it, have confidence in it, and we become dependent on it.
AUTOMATION DANGERS
• Automation affects workload

– In normal modes, workload decreases when automation increases.
– From manual to fully-automated navigation & steering system, UMS for engine room.
AUTOMATION AFFECTS WORKLOAD
• You can get stuck trying to understand and correct the problem and forget the navigation.
• This is sometimes called the Automation Trap.
• Someone stuck in the Automation Trap will counteract the escape from a critical situation.
AUTOMATION DANGERS
• New types of errors

– automation also affect the timing of errors. Errors in pre-programmed routes may not be
noticed for hours.
• Misunderstanding
– We may also misunderstand parts of the system for abnormal modes.
– We only see what we know about or want to see.
– We may have checklists and recipes of what to do, but do we know how the system really
works and how it links to other systems? We may also lack practice.
• Attitudes to automation
– We may have inappropriate attitudes to automation
• Superior to machines – might lead to hazardous thoughts, you may mistrust what
they are saying even if it’s true.
• Attitudes to automation
– We may have inappropriate attitudes to automation
• Superior to machines – might lead to hazardous thoughts, you may mistrust what
they are saying even if it’s true.
• Inferior to machines – might lead to overconfidence in the automation decreasing
your need to question and double-check. You may rely too much in the machines
and be frightened to re-adjust them, in case something goes wrong.
NOTE:
• Automation is really a member of the bridge or engine team. It carries out delegated instructions, it
communicates and challenges you.
IMPORTANCE
Through this topic, the learner will be more aware of the different resources needed for passage
planning also the introduction of various techniques provided in keeping the ship on the safe side. Learner
will be more confident in handling the responsibility of being the navigating officer on board.
PASSAGE PLANNING
Passage planning is necessary to support the bridge team and ensure that the ship can be
navigate safety between ports from berth to berth. The passage plan should cover ocean, coastal and pilot
age waters.
The passage plan should aim to establish the most favorable route while maintaining appropriate
margins of safety and safe passing distances offshore. In most deep sea ships, it is customary for the
master to delegate the initial responsibility for preparing the passage plan to the navigational equipment
and publications.
INFORMATION SOURCES
1. Chart Catalogue
2. Navigational Charts
3. Ocean Passages for the World
4. Routing charts or pilot charts
5. Sailing Directions and Pilot Books
6. Lists of Lights
7. Tide Tables
8. Tidal Stream Atlases
9. Notice to Mariners
10. Routing Information
11. Radio Signal Information
12. Climatic Information
13. Load Line Chart
14. Distance Tables
15. Electronic Navigational System
16. Radio and Local Warning
17. Draught of Vessel
18. Personal Experience
19. Mariners Handbook
20. Guide to Port Entry
PREPARATION
Select and correct charts
1. Choose the largest scale chart available for the approach. Often, the harbor approach will be too
long to be represented on only one chart.
2. Verify using Notice to Mariners that the charts in use have been corrected through the latest
change.
MARK THE MINIMUM DEPTH

Contour
1. Determine the minimum depths of water in which the vessel can safety operate and outline that
depth contour on the chart. Do this step before doing any other harbor piloting planning. Make this
outline in a bright color so that it clearly stands out.
2. Carefully examine the area inside the contour and mark the isolated shoals less than the minimum
depth which falls inside the marked contour.
HIGHLIGHT SELECTED VISUAL

Navigational aids (NAVAIDS)
1. Circle, highlight and label all NAVAIDS on the chart. Consult the applicable coast pilot or sailing
directions to determine a port’s best NAV aids if the piloting team has not visited to port previously.
2. Label critical buoys, such as those marking a harbor entrance or a traffic separation scheme
Verify charted lights against the light list or the list of lights to confirm the charted information is
correct. This becomes most critical when attempting to identify a light at night. Label NAV aids succinctly
and clearly.
PLOT AND LABEL THE DEPARTURE

Approach track
1. This process is critical for ensuring safe pilot age. Lacking any of this information, locate a channel
or safe route delineated on the chart and plot the vessels track through the channel.
Use advance and transfer to determine turning points

1. The distance of the vessel away in the direction of the original course from when the rudder is put
over until the new course is reached is called ADVANCE.
2. The distance of the vessel moves perpendicular to the original course during the turn is called
TRANSFER.
EMERGENCY MANEUVERS
Use the advance and transfer characteristics of the vessel to determine when the vessel must put
its rudder over to gain the next course.
Label distance to go from each turn point

At each turning point, label the distance to go until either the ship moors ( inbound ) or the ship
clears the harbor ( outbound )
Mark the point of pilot embarkation

Some ports require vessels over a certain size to embark a pilot. If this is the case, mark the point
on the chart where the pilot is to embark.
Mark the chart shift point

If more than one chart will be required to complete the passage, mark the track point where the
navigator should shift to the next chart.
Harbor communications
Mark the point on the chart where the vessel must contact harbor control.
Tides and currents

Mark the points on the chart for which the tides and currents were calculated.
PASSAGE PLANNING TECHNIQUIES

• No-go Areas
• Margins Of Safety
• Charted Tracks
• Course Alteration & Wheel Over
• Parallel Indexing
• Abort and Contingencies
• Natural Transit, Clearing Marks & Head
• Mark
• Clearing Bearings
• Leading Lines
MARGIN OF SAFETY
Among the factors which need to be taken into account when deciding on the size of this ‘Margin of
Safety’ are:
1. The dimensions of the ship.
2. The accuracy of the navigational systems to be used.
3. Tidal streams.
4. The maneuvering characteristics of the ship
Course alterations & wheel-over positions

Planned wheel-over positions should be determined from the ship’s maneuvering data and marked
on the chart. Suitable visual and radar cues should then be chosen to determine when the ship is at the
wheel over position.
The best cues for large alterations of course consist of parallel indexes or bearings parallel to the
new track, whereas for small alterations a near beam bearing is often better.
PARALLEL INDEXING
This simple and effective method of continuously monitoring a ship’s progress is carried out by
observing the movement of the echo of a radar-conspicuous navigation mark with respect to track lines
previously prepared on the reflection plotter or by using ARPA index lines. It is most effective when the
radar is in the north-up, relative motion mode.
ABORTS
The reasons for not proceeding and deciding to abort will vary according to the circumstances but may
include:
1. Deviation from approach line.
2. Machinery failure or malfunction
3. Instrument failure or malfunction.
4. Non availability of tugs or berth.
5. Dangerous situations ashore or in the harbour.
6. Any situation where it is deemed unsafeto proceed.
Contingency planning will include:

1. Alternative routes
2. Safe anchorages
3. Waiting areas
4. Emergency berths.

BRM

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BRIDGE RESOURCE

COMPASS Training Center Inc.

1 Review of Basic Principles

WHAT IS BRIDGE RESOURCE MANAGEMENT?

THIS PERSON WHO DO MANAGEMENT IS CALLED THE MANAGER.

Onboard ship it’s the Master or Chief Engineer.

Why bridge resource management?

To cope with emergencies.

Titanic - 1st SOLAS Convention

CAUSES OF MARITIME ACCIDENTS

20% Act of NATURE.

FACTORS AFFECTING PERFORMANCE

What is bridge resource management?

This training programme deals with management in highly operational situations.

BRIDGE RESOURCE MANAGEMENTAPPLICATIONS

BRIDGE RESOURCE MANAGEMENT

CREW MANAGEMENT ERROR

Preoccupation with minor technical problems.

LACK OF COMPETENCE IS ACTUALLY A MINOR REASON FOR AN ACCIDENT!

BRIDGE RESOURCE MANAGEMENT OBJECTIVES

OBJECTIVES OF THE COURSE

To obtain relevant information early.

THE RESOURCES ARE THE FOLLOWING:

REQUIRED/RECOMMENDED/ SUGGESTED BY THE FOLLOWING CONVENTIONS AND

14 ELEMENTS OF RESOURCE MANAGEMENT

Attitudes & Management Skills

ATTITUDES & MANAGEMENT SKILLS

BY THE END OF THIS LESSON YOU WILL BE ABLE TO:

THE THREE TRUTHS

The sea is dangerous.

We’ve always done it that way.

It won’t make a difference.

It won’t happen to me.

Don’t tell what to do.

It’s not my job.

MANAGEMENT SKILLS APPLIED ONBOARD SHIPS:

THIS COURSE IS ABOUT YOU, IT IS A PRACTICAL COURSE, NOT AN ACADEMIC

BY THE END OF THIS LESSON YOU WILL BE ABLE TO:

Communication is difficult even without culture.

5 WAYS OF CLASSIFYING CULTURE

Small Power Distance

Large Power Distance

Low Uncertainty Avoidance

High Uncertainty Avoidance

5. SHORT/LONG TERM PLANNING

Long Term Planning

Short Term Planning

INCREASE CULTURAL AWARENESS ON BOARDSHIP

Respect other people’s culture for good communication

THE DON‘TS ABOUT CULTURAL AWARENESS

Don’t stereotype people - individual variation is very wide

COMMUNICATIONS & BRIEFINGS

THE PRINCIPLES OF GOOD COMMUNICATION

Setting the climate

SETTING THE CLIMATE

BRIEFING GUIDELINES KEEP ON COURSE ANY MORE QUESTIONS?

CHALLENGE & RESPONSE

Challenger – speaking up if something wrong or maybe wrong.

USE THE CHALLENGE & RESPONSE IN THIS CONCEPT

USE CHALLENGE AND RESPONSE TO:

Quiet bridge team

 Do not understand the system