1 / 19

Enclosed Spaces – the human dimension

Enclosed Spaces – the human dimension. Marc Williams Human Element Policy Manager MCA. Setting people Up to Succeed. Tools Resources Procedures Knowledge Skills. ?. The Individual Human Performance & Limitations Training, Competence, Experience Technical Skills Non-Technical Skills

marlow
Télécharger la présentation

Enclosed Spaces – the human dimension

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Enclosed Spaces – the human dimension Marc Williams Human Element Policy Manager MCA

  2. Setting people Up to Succeed Tools Resources Procedures Knowledge Skills ?

  3. The Individual Human Performance & Limitations Training, Competence, Experience Technical Skills Non-Technical Skills Knowledge, perception, understanding Human Behaviour Motivation, Personal goals Psychological Contract Fitness for Duty Fatigue and Stress Behavioural Biases The Job User Centred Design Equipment Design Ergonomics Procedures, Instructions Operational Systems Management Systems Tools, Resources Work & Rest Tour Lengths Task Allocation The Organisation Leadership Management Policies Recruitment & Selection Terms & Conditions of Employment Organisational Culture Safety Culture Just Culture Learning Culture Quality Control, Compliance Implementation of Policies & Regulations The Environment Weather, Climate, Motion Habitability, Living Conditions Noise, Smell, Vibration, Lighting On Board Culture Social Conditions, Isolation Contact with Families Charterers, Shippers Ports, Docks, VTS Suppliers, Financiers, Manning Agencies Regulators Training Establishments

  4. The human and organizational influences

  5. Control of Hazards Ideal Eliminate Design Out Change Use or do Something Else Control Physical & Procedural Measures Protect PPE etc Last Resort

  6. Human Element “Hard” HE “Soft” HE Design Construction Ergonomics Anthropometrics Biomechanics HMI User Centred Design Training - Drills Technical and Non-technical skills Human performance & limitations Behavioural science Culture Regulations - ISM Procedures Guidance Safe & Competent Performance

  7. The future  “Hard” HE “Soft” HE ……2016 ……20XX The here and now “Soft” HE

  8. Fast thinking - System 1 • Fast – milliseconds • Involuntary, automatic • Always on • Intuitive, impulsive, emotional • Drives habitual routines • Manages mental models of the world • Freeze, Fight or Flight • Routine vs Emergency Slow thinking - System 2 • Voluntary, but slow • Effortful • Seat of self control • Make new plans • Overpower automatic routines • Mute emotional impulses • Learn new mental models

  9. Slips Correct intention but not applied correctly Attention Failure Lapses Memory Failure Unintended Action Use wrong rule Rule Based Mistakes Novel situation Knowledge Based Undesired Act Routine Habitual deviation Situational Local circumstances Intended Action Violations Reckless Optimising Personal/Organisational Gain Deliberate and extreme

  10. The man who can’t make a mistake can’t make anything

  11. Safety Culture Ladder Managers know what’s happening – the workforce tells them Bad news is sought out so failures can be learned from People are constantly aware of what can go wrong Safety is seen as a profit centre Level 5: Generative Resources are allocated to anticipate and prevent incidents Management is open to bad news, but still focused on statistics The workforce is trusted and feels involved in safety Level 4: Proactive There are lots of audits and lots of data to describe things The new Safety Management System is assumed to be enough People are surprised when incidents still happen Bad news is tolerated Level 3: Calculative Safety is taken seriously every time there is an accident Managers try to force compliance with rules and procedures Many discussions are held to re-classify accidents Bad news is kept hidden Level 2: Reactive We leave it to the lawyers or regulators to decide what’s OK There are bound to be accidents – this is a dangerous business If someone is stupid enough to have an accident, sack them Bad news is unwelcome – kill the messenger Level 1: Pathological Source: http://info.ogp.org.uk/HF/ (in Mar ‘10) following work by Hudson & Parker (2002), reproduced with permission in, and extracted from “The Human Element – a guide to human behaviour in the shipping industry” MCA et al.

  12. The Just Culture Link • Operational success requires • Effective risk management • Effective safety culture • Effective learning culture • Effective reporting culture • Effective Just Culture • Which requires Mutual Trust !

More Related