UNIVERSITY OF MAKATI

College of Maritime Leadership Innovation

J.P. Rizal Extension, West Rembo, Makati City
 BRIDGE
RESOURCE
MANAGEMENT

HUMAN TECHNICAL
 I’M AN
OFFICER

TEAMWORK

COMMUNICATION

LEADERSHIP
DECISION-
MAKING
RESOURCE
MANAGEMENT
BRM addresses the management of
operational tasks, as well as stress,
attitudes and risk.
 BRIDGE RESOURCE
MANAGEMENT
BRM recognizes there are many
elements of job effectiveness
and safety, such as individual,
organizational, and regulatory
factors, and they must be
anticipated and planned for.
 BRIDGE RESOURCE
MANAGEMENT
BRM begins before the voyage
with the passage plan and
continues through the end of
the voyage with the passage
debrief.
 BASIC PRINCIPLES OF BRIDGE
RESOURCE MANAGEMENT

There is a very well known

saying, to err is human. It
means it is natural to make
mistakes. We are all humans,
and we all make mistakes.
Human error is ubiquitous and
inevitable.
BASIC PRINCIPLES OF BRIDGE
RESOURCE MANAGEMENT

With time these mistakes

can lead to major
catastrophes. However if
caught in time, it can help us
to learn a lesson.
 BASIC PRINCIPLES OF BRIDGE
RESOURCE MANAGEMENT

Since the early years

of shipping safety has been a
constant concern. Maritime
technology has dramatically
changed the resources
available to mariners.
 BASIC PRINCIPLES OF BRIDGE
RESOURCE MANAGEMENT

Sophisticated equipment and

other automations provide new
source of information and
assistance. Marine officers must
develop new skills to utilise
these new technologies
effectively.
 BASIC PRINCIPLES OF BRIDGE
RESOURCE MANAGEMENT

Bridge resource management or

BRM was adopted in the early
1990s by the maritime industry
as a safety and error
management tool and has now
become an integral part of crew’s
training.
B
INCIDENTS
R
M
 BASIC PRINCIPLES OF BRIDGE
RESOURCE MANAGEMENT

It can thus help to support a

safer and more efficient
execution of operations by
blending technical skills and
human skills.
 CRITICAL ELEMENTS OF BRIDGE
RESOURCE MANAGEMENT

Bridge resource management

includes some critical
elements without which it
cannot achieve its ultimate
goal. Some of them are listed
below:
CRITICAL ELEMENTS OF BRIDGE
RESOURCE MANAGEMENT

COMMUNICATION-The first
cluster of BRM skills includes those
related to effective communication.
Good communication between the
crew members is the key to
successful BRM. The effective
transfer of information is a
complex process.
 COMMUNICATION

It requires information be

conveyed when needed,
understood and
acknowledged by the receiver
and clarified if needed.
Cont…
 COMMUNICATION

In many cases it has been seen

that the information needed
always existed but it was not
made available to those who
needed it at the right time. The
message was either not received
or misunderstood.
Cont…
 COMMUNICATION

Another common cause of major

incidents was inaccurate,
incomplete, ambiguous or garbled
messages. It is important for crew
members to acknowledge and
repeat orders to ensure that they
are well understood.
Cont…
 COMMUNICATION

Continuous interaction between

humans and equipment leads to
the vessel being navigated in a
safe and efficient manner. It is the
duty of all officers and crew
members to cross check and cross
question.
Cont…
 COMMUNICATION

Only then effective

communication can be
achieved. It is also important to
maintain a common language
on board the vessel so that
communication can become
easier and quicker.
Cont…
CRITICAL ELEMENTS OF BRIDGE
RESOURCE MANAGEMENT
 CRITICAL ELEMENTS OF BRIDGE
RESOURCE MANAGEMENT

TEAMWORK-A team approach

ensures that all crew members
are involved in problem solving
and are not just mere
spectators.

Cont…
 TEAMWORK

We should borne in mind the

famous proverb by Henry Ford,
‘Coming together is a
beginning, keeping together is
progress and working together
is success.
Cont…
 CRITICAL ELEMENTS OF
BRIDGE RESOURCE
MANAGEMENT
Team discussions are essential
for learning and refining BRM.
A good team should anticipate
dangerous situations and
recognise the development of
an error chain.
Cont…
 TEAMWORK

On the bridge the watch officer

and lookout personnel should
work as a team to ensure safe
navigation. Safe and effective
navigation is not one man’s job
as there are many aspects to be
looked
Cont…
into.
 TEAMWORK

It is important that the bridge

team share a common view of
the intended passage. If in any
doubt the lookout personnel
should speak up.

Cont…
 TEAMWORK

Every individual can contribute

in his/her best possible way and
come up with better ideas when
working as a team.

Cont…
 CRITICAL ELEMENTS OF BRIDGE
RESOURCE MANAGEMENT

DECISION MAKING- This is a

key skill in effective BRM.
Decision making seems to be an
individual matter. We all agree
that captain is the final
authority on board the ship.
 DECISION MAKING

However it is quite important for

the decision maker to take
valuable inputs from officers and
crew members. Before taking
any decision it is vital to gather
relevant and pertinent
information.
Cont…
 DECISION MAKING

A wrong decision taken can led

to many unwanted situations
on-board ships.

Cont…
 DECISION MAKING

It is therefore important to conduct

regular meetings, interact with
officers and crew members and
take opinions that can help to
produce a final choice from several
available options and thus make a
more deliberate and thoughtful
decision.
Cont…
 DECISION MAKING

Due to busy schedule and

frequent port calls it is often not
possible to gather all the
information in little time or to
evaluate alternative solutions.

Cont…
 DECISION MAKING

In these cases decision taken is

mostly based on past
experiences. Captain being the
most experienced person
onboard is therefore regarded as
the sole decision maker.
Cont…
 DECISION MAKING

Reviewing the consequences of

the decision taken is an integral
part of decision making.

Cont…
 CRITICAL ELEMENTS OF BRIDGE
RESOURCE MANAGEMENT

SITUATIONAL AWARENESS-
Every mariner should think and
plan well ahead of time. Officers
as well as crew members should
be aware of the external and
internal conditions that can affect
ship safety.
 SITUATIONAL AWARENESS

Mariners should keep their eyes

and ears open and active at all
times and be prepared for the
unexpected.

Cont…
 SITUATIONAL AWARENESS

It is always important to

correlate what is going on in the
present to what has gone on in
the past and what may go on in
the future.

Cont…
 SITUATIONAL AWARENESS

Overlooking critical details or

being indifferent to what is
going on around, both can
lower situational awareness. We
always need to be alert to avert
accidents.
Cont…
 SITUATIONAL AWARENESS

Paying attention to the on-going

situation increases the response
time to safely handle an
unexpected event. It is a
common problem of getting
preoccupied with minor
problems
Cont…
and losing sight of the
 SITUATIONAL AWARENESS

Breakdown of situational
awareness can result in incidents
and accidents. Officers often
tend to sit in front of the radar or
stand in one position than
strolling from one side of the
bridge
Cont…
wing to the other.
 SITUATIONAL AWARENESS

They are not aware of what

exactly is happening outside the
bridge windows in a highly
frequented sailing area.

Cont…
 SITUATIONAL AWARENESS

Anticipating and responding

correctly to the vessel’s
changing situation can reduce
near misses to a great extent.

Cont…
 SITUATIONAL AWARENESS

Situational awareness is always

important when conducting
manoeuvres in a restricted area
in poor weather where risks
ought to be obvious.

Cont…
 SITUATIONAL AWARENESS

With awareness, one cannot do

wrong and without awareness,
one cannot do good. Hence
what is required is to keep the
thread of awareness running
through all our actions.
Cont…
 CRITICAL ELEMENTS OF BRIDGE
RESOURCE MANAGEMENT

FATIGUE: is a major issue among

seafarers. Even though lot of
automation has been brought in
to reduce the level of manning,
the level of automation and level
of complexity people have to deal
with can be very fatiguing in
itself.
 FATIGUE

Cannot continue
PHYSICAL functioning at their
FATIGUE normal levels of physical
ability

More slanted towards

MENTAL feeling sleepy and being
unable to concentrate
FATIGUE properly

- Tiredness,exhaustion, lethargy, &

listlessness
 FATIGUE

Symptoms of fatigue
Fatigues leads to frequent
yawning & sleepiness forcing the
person to doze off
Lack of concentration
Lack of interest at work
Cont…
 FATIGUE

 Drowsy & heavy reddish eyes

 Lack of synchronization between body
and mind
 Diminishing cognitive ability
 Unable to grasp, act and respond
 FATIGUE

Seafarers always do not have the

luxury to delay port arrivals or
departure to compensate with
their rest hours. They generally
work long hours and even work
at night as there is more demand
in meeting
Cont…
time schedules.
 FATIGUE

Thus we see it is very important

to manage crew’s duty schedule
to preserve their energy to the
extent possible so that they have
their clarity of mind.

Cont…
 CAUSES OF FATIGUE

Homesick
Excessive noise levels and high
temperature causing physical
strain
Poor accommodation condition
and improper food.
Cont…
 CAUSES OF FATIGUE

Excessive stress due to prolonged

working hours and lack of sleep.
Disturbed sleep, mainly due to
emergencies or health issues.
Not able to attend personal
problems back home
Cont…
 CAUSES OF FATIGUE

Adverse weather condition

leading to seasickness.
High job demand and
consecutive long working days
Different time zones that affects
our biological clock
Cont…
 CAUSES OF FATIGUE

Pressure on existing regulations,

paperworks, emails, and telexes.
Inspections whether internal or
external inspections such as PSC,
Vetting, Etc.

Cont…
HOW RESPONSIBILITY FOR THE SAFETY IS CLEARLY
DEFINED AT ALL TIMES, INCLUDING PERIODS WHEN
THE MASTER IS ON THE BRIDGE AND WHILE UNDER
PILOTAGE

The master of a ship must

amongst other thing ensure the
safety of the ship, of all on
board and of all who are
threatened in any way by the
proximity or operations of other
ships.
HOW RESPONSIBILITY FOR THE SAFETY IS CLEARLY
DEFINED AT ALL TIMES, INCLUDING PERIODS WHEN
THE MASTER IS ON THE BRIDGE AND WHILE UNDER
PILOTAGE

In the execution of his duties,

he is entitled to the full co-
operation and assistance from
his officers and other members
of his crew.
HOW RESPONSIBILITY FOR THE SAFETY IS CLEARLY
DEFINED AT ALL TIMES, INCLUDING PERIODS WHEN
THE MASTER IS ON THE BRIDGE AND WHILE UNDER
PILOTAGE

 All on board must go about their

tasks in accordance with those
ordinary practices of seamen that
have been tried and tested over a
long period of time i.e. the well-
understood standards of seamanship
that safeguard against accident or
error.
HOW RESPONSIBILITY FOR THE SAFETY IS CLEARLY
DEFINED AT ALL TIMES, INCLUDING PERIODS WHEN
THE MASTER IS ON THE BRIDGE AND WHILE UNDER
PILOTAGE

It is the master’s responsibility

to ensure that the crew support
the pilot in his duties and the
master may delegate the
authority for this to the officer
of the watch or other
appropriate officers.
HOW RESPONSIBILITY FOR THE SAFETY IS CLEARLY
DEFINED AT ALL TIMES, INCLUDING PERIODS WHEN
THE MASTER IS ON THE BRIDGE AND WHILE UNDER
PILOTAGE

It is the master’s responsibility

to ensure that the crew support
the pilot in his duties and the
master may delegate the
authority for this to the officer
of the watch or other
appropriate officers.
 7 Cs of Communication
1. Clear.
2. Concise.
3. Concrete.
4. Correct.
5. Coherent.
6. Complete.
7. Courteous.
7 Cs of Communication

1. Clear. When writing or

speaking to someone, be
clear about your goal or
message. What is your
purpose in communicating
with this person?
 7 Cs of Communication

2. Concise. When you're concise

in your communication, you
stick to the point and keep it
brief. Your audience doesn't
want to read six sentences when
you could communicate your
message in three.
7 Cs of Communication

3. Concrete. When your

message is concrete, your
audience has a clear picture of
what you're telling them. There
are details (but not too many!)
and vivid facts, and there's laser-
like focus. Your message is solid.
 7 Cs of Communication

4. Correct. When your

communication is correct,
your audience will be able to
understand it. And correct
communication is also
error-free communication.
 7 Cs of Communication

5. Coherent. When your

communication is coherent,
it's logical. All points are
connected and relevant to
the main topic, and the tone
and flow of the text is
 7 Cs of Communication

6. Complete. In a complete
message, the audience has
everything they need to be
informed and, if applicable,
take action.
 7 Cs of Communication

7. Courteous. Courteous
communication is friendly, open
and honest. There are no hidden
insults or passive-aggressive
tones. You keep your reader's
viewpoint in mind, and you're
empathetic to their needs.
 THE ALLOCATION,
ASSIGNMENT AND
PRIORITISATION OF
RESOURCES
 A mariner has many resources available
to him/her for safe passage planning
and execution. Some examples
include…
 THE ALLOCATION,
ASSIGNMENT AND
PRIORITISATION OF
RESOURCES
 Electronic equipment (i.e. radar, depth
sounder, GPS/DGPS, ARPA, gyro
compass)
 Charts and publications, including
electronic publications
 Environmental factors (i.e. tide, wind,
currents)
 THE ALLOCATION,
ASSIGNMENT AND
PRIORITISATION OF
RESOURCES
 Vessel Traffic Services (VTS)
 Passage plan
 Internal and external communication
equipment
 Automatic Identification System (AIS)
 Persons with local knowledge (i.e.
Pilot)
 Bridge Personnel (i.e. Master, Officer
On Watch (OOW), helmsman,
lookout)
THE IMPORTANCE OF ENSURING THE
EFFECTIVENESS OF COMMUNICATION
BETWEEN BRIDGE TEAM MEMBERS
 THE IMPORTANCE OF ENSURING THE
EFFECTIVENESS OF COMMUNICATION
BETWEEN BRIDGE TEAM MEMBERS

 Communicating With Bridge Teams.

 Efficient pilotage is chiefly dependent
upon the effectiveness of the
communications and information
exchanges between the pilot, the
master and other bridge personnel and
upon the mutual understanding each
has for the functions and duties of the
others.
The ICS Masters Guide to Berthing
 THE IMPORTANCE OF ENSURING THE
EFFECTIVENESS OF INFORMATION
EXCHANGE WITH PILOT

 Communication provides information

 Communication establishes interpersonal
relationships
 Communication establishes predictable behaviour
patterns
 Communication maintains attention to task and
monitoring
 Communication is a useful management tool

Kanki and Palmer 1993, Krivonos 2007

 EFFECTIVE INFORMATION
EXCHANGE

An effective exchange of
information allows:
Effective decision-making
Effective situation awareness
Effective team co-ordination
Effective leadership
EFFECTIVE INFORMATION
EXCHANGE
EFFECTIVE INFORMATION
EXCHANGE
 “SITUATIONAL
LEADERSHIP”
Situational leadership is a
leadership style that has been
developed and studied by
Kenneth Blanchard and Paul
Hersey.
 “SITUATIONAL
LEADERSHIP”
Situational leadership refers to
when the leader or manager of
an organization must adjust his
style to fit the development
level of the followers he is trying
to influence.
 “SITUATIONAL
LEADERSHIP”
With situational leadership,
it is up to the leader to
change his style, not the
follower to adapt to the
leader’s style.
 “SITUATIONAL
LEADERSHIP”
In situational leadership, the
style may change continually to
meet the needs of others in the
organization based on the
situation.
 AUTHORITY AND
ASSERTIVENESS
Major hazards in shipping perhaps
because of history and tradition.
Understanding it can help to limit
its negative effect.
 AUTHORITY

 Master – has formal authority because

of his legal and company responsibility.

 May also have personal authority.

 AUTHORITY

If Personal Authority is weak,

then Formal Authority must be
used
If personal Authority is strong,
then a good master has little
need to use his formal authority.
 ASSERTIVENESS

Giving your ideas whether the

are
 THE RELATIONSHIP
BETWEEN ASSERTIVENESS
AND LEADERSHIP
Assertive individuals are able to
get their point across without
upsetting others, or becoming
upset themselves.
 THE RELATIONSHIP
BETWEEN ASSERTIVENESS
AND LEADERSHIP
Being assertive involves taking
into consideration your own and
other people’s rights, wishes,
wants, needs and desires.
 THE RELATIONSHIP
BETWEEN ASSERTIVENESS
AND LEADERSHIP
Assertive behaviour includes:
Being open in expressing
wishes, thoughts and feelings
and encouraging others to do
likewise.
 THE RELATIONSHIP
BETWEEN ASSERTIVENESS
AND LEADERSHIP
Assertive behaviour includes:
Listening to the views of others
and responding appropriately,
whether in agreement with
those views or not.
 THE RELATIONSHIP
BETWEEN ASSERTIVENESS
AND LEADERSHIP
Assertive behaviour includes:
Accepting responsibilities and
being able to delegate to others.
Regularly expressing
appreciation of others for what
they have done or are doing.
 THE RELATIONSHIP
BETWEEN ASSERTIVENESS
AND LEADERSHIP
Assertive behaviour includes:
Being able to admit to mistakes
and apologise
Maintaining self-control.
Behaving as an equal to others.
EXPLAIN THE IMPORTANCE
OF CHALLENGE AND
RESPONSE
THE IMPORTANCE OF OBTAINING
AND MAINTAINING SITUATIONAL
AWARENESS
APPROPRIATE CHALLENGES
AND RESPONSES
 THE ABILITY TO MAINTAIN
SITUATIONAL AWARENESS IN
COMPLEX SITUATIONS
 REFERENCES:
 https://www.marineinsight.com/guidelines/understanding
-bridge-resource-management-and-its-key-elements-on-
board-ships/
 https://cultofsea.com/navigation/master-pilot-exchange-
duties-responsibilities-and-elements-of-effective-
relationship/
 https://www.ampi.org.au/resources/Documents/Autumn
Workshop/PETER%20DANN%20D2.pdf
 https://online.stu.edu/articles/education/what-is-
situational-leadership.aspx
 https://www.skillsyouneed.com/ps/assertiveness.html