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 STCW Table A-II/1
qFinal - Week 4
qTopic: Effective Assessment of Onboard
Situations
 STCW Table A-II/1
qFinal - Week 4
qLearning Outcome:
o Explain the different onboard situations on
which the effective decision making techniques
are applicable.
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 STCW Table A-II/1
Assessment of Risk: What is Risk?
A probability or threat of damage, injury, liability loss, or
any other negative occurrence that is caused by external
or internal vulnerabilities, and that may be avoided
through preemptive action.
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Situation assessment and Risk

Awareness of risk is an important aspect of a risk management
program. The Situation Awareness framework describes how a person
perceives elements of the environment, comprehends and projects its
actions into the future, and analyzes the cognitive process used.
 STCW Table A-II/1

Risk Assessment
Job safety planning is designed to help workers identify and control workplace
hazards.

Energy barrier analysis Written and verbal job safety planning must
incorporate the need to respond to any changes encountered during the work.

Unsafe working conditions the best people to identify and initiate a response
to unsafe conditions in the workplace are the workers.
 STCW Table A-II/1

Risk Management
• Have a rough idea of where you are heading.

• Appreciate that you do not have a very good understanding

of risk. Avoid being too focused on risk estimates.

• Continue to manage risk.

• Build in safety from the outset.

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Situation and Risk Management

Decision-making
Applying a systematic method to solve problems is critical and Team members
share the responsibility for solving problems through assessing the
circumstances and by contributing timely and valuable information to the
team leader.

Decision-making is an essential skill for operational team leaders.

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Risk Assessment in Risk Management

Risk management is part of a larger decision process that considers the
technical and social aspects of the risk situation.
Risk assessments are performed primarily for the purpose of providing
information and insight to those who make decisions about how that risk
should be managed.
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Identifying most appropriate course of action

In identifying course of action, there are a lot of considerations to be tackled In
order to understand its intent. So, a course of action happens to be:

• Any sequence of activities that an individual or unit may follow.

• A possible plan opens to an individual or commander that would

accomplish, or is related to the accomplishment of the mission.
STCW Table A-II/1

Identifying most appropriate course of

action
• The scheme adopted to accomplish a job or mission.

• A line of conduct in an engagement.

• A product of the Joint Operation Planning and Execu

tion System concept development phase.
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Possible follow-up actions once outcome is assessed
Once outcome is assessed coordination of everyone is essential. The
master should cooperate and report all other accidents or near accidents
and record and report them in compliance with national laws and
regulations and the ship owner’s reporting procedures should be given due
consideration and still be followed.
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How the outcome of a course of action can be assessed

Course of Action Assessment is an ongoing process aimed at measuring and improving
the details of the incident. This involves the following:
• making our expectations explicit and public;
• setting appropriate criteria and high standards for tackling quality
• systematically gathering
• explain and improve performance
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How the outcome of a course of action can be assessed (cont..)
• Analysing and interpreting evidence to determine how well performance
matches those expectations and standards.

• Using the resulting information to document.

The outcome is assessed through continuous gathering of reports and

somehow studies it to make improvements and rectify the mistakes for it
happened due to lack of insights.
 STCW Table A-II/1
qFormal Safety Assessment (FSA)
§ Formal Safety Assessment is a rational and systematic
process for assessing the risks associated with shipping
activity and for evaluating the costs and benefits of IMO's
options for reducing these risks.
§ FSA was originally developed partly at least as a response
the Piper Alpha disaster of 1988, when an offshore platform
exploded in the North Sea and 167 people lost their lives. It
is now being applied to the IMO rule making process. It
consists of 5 Steps.
http://www.imo.org/en/OurWork/Safety/SafetyTopics/Pages/FormalSafetyAssessment.aspx
 STCW Table A-II/1
qFormal Safety Assessment
§ The Steps:
§ Step 1 - Identification of Hazards
§ Step 2 - Risk Analysis
§ Step 3 - Risk Control Options
§ Step 4 - Cost-Benefit Assessment
§ Step 5 - Recommendations for Decision-Making
http://www.imo.org/en/OurWork/Safety/SafetyTopics/Pages/FormalSafetyAssessment.aspx
 STCW Table A-II/1
IMO's assessment the (FSA) consists of five
steps:
1. identification of hazards (a list of all relevant accident
scenarios with potential causes and outcomes);
2. assessment of risks (evaluation of risk factors);
3. risk control options (devising regulatory measures to
control and reduce the identified risks);

http://www.imo.org/en/OurWork/Safety/SafetyTopics/Pages/FormalSafetyAssessment.aspx
 STCW Table A-II/1
IMO's assessment the (FSA) consists of five
steps:
4. cost benefit assessment (determining cost
effectiveness of each risk control option); and
5. recommendations for decision-making (information
about the hazards, their associated risks and the cost
effectiveness of alternative risk control options is
provided).
http://www.imo.org/en/OurWork/Safety/SafetyTopics/Pages/FormalSafetyAssessment.aspx
 STCW Table A-II/1
In simple terms, these steps can be reduced to:

1. What might go wrong? = identification of hazards (a

list of all relevant accident scenarios with potential
causes and outcomes)
2. How bad and how likely? = assessment of risks
(evaluation of risk factors);

http://www.imo.org/en/OurWork/Safety/SafetyTopics/Pages/FormalSafetyAssessment.aspx
 STCW Table A-II/1
In simple terms, these steps can be reduced to:

3. Can matters be improved? = risk control options

(devising regulatory measures to control and reduce
the identified risks)
4. What would it cost and how much better would it be?
= cost benefit assessment (determining cost
effectiveness of each risk control option);
http://www.imo.org/en/OurWork/Safety/SafetyTopics/Pages/FormalSafetyAssessment.aspx
 STCW Table A-II/1
In simple terms, these steps can be reduced to:

5. What actions should be taken? = recommendations

for decision-making (information about the hazards,
their associated risks and the cost effectiveness of
alternative risk control options is provided).

http://www.imo.org/en/OurWork/Safety/SafetyTopics/Pages/FormalSafetyAssessment.aspx
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STCW Table A-II/1 & STCW Table A-III/1

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STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1
q Final - Week 3
o Topic: Effective Decision-making
Techniques
 STCW Table A-II/1
qFinal - Week 2 -
o Learning Outcome
Discuss the different decision-making techniques
that can be applied on different onboard
situations.
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STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1
Problem solving techniques
• Define the problem

• Look at potential causes for the problem

• Identify alternatives for approaches to resolve the problem

• Select an approach to resolve the problem

• Plan the implementation of the best alternative

• Monitor implementation of the plan

• Verify if the problem has been resolved or not

 STCW Table A-II/1
What is Judgment?
Judgement is a decision made in accordance to different perspectives depicted to
make a very sound conclusion on a certain matters wherein it is a final decision.

An opinion or decision that is formed after a period of thought or research for

example onboard ships on how to handle critical situations such as emergencies of
any type. Critical judgment is exercised and situations dealt accordingly. It is
judgment to be made by the Captain or someone responsible.
 STCW Table A-II/1

What is "reality judgment" and "value

judgment“
• Value judgment is a claim about something's moral,
practical, or aesthetic worth. Value judgments do not
simply describe the world; they prescribe certain attitudes or
behaviours toward the world.

• Reality judgment involves the changing social and natural

worlds.
 STCW Table A-II/1
Example: Ship Grounding
The ship accident owing to grounding of a ship is
often linked to the lack of navigational expertise and
alertness.
In this incident, the judgment is apparent on how to
handle the situation since it’s an accident that needs
to be tackled. On what to do and the attempts they
have made to ensure everyone’s safety.
 STCW Table A-II/1

Please watch the following video:

Heuristics in Decision-Making Onboard Ships.mp4

https://www.youtube.com/watch?v=z8hiAj_n8ow
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STCW Table A-II/1 & STCW Table A-III/1

 METC

STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1
qFinal - Week 2
q Topic: Effective Leadership Behaviors
o Sub-topics:
§ Assertiveness and Motivation
§ Obtaining and Maintaining Situational Awareness
 STCW Table A-II/1
qLearning Outcome:
o Determine effective leadership behaviours
 METC

STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1

What is assertiveness?
Assertiveness is the quality of being self-assured and confident without being
aggressive.

Assertiveness also means standing up for your personal rights - expressing

thoughts, feelings and beliefs in direct, honest and appropriate ways.
 STCW Table A-II/1

Assertive Relationship
The notion of acting assertively and being able to manage potential or
actual team conflict are entwined. Leaders who are assertive work
towards a win-win situation. This is in stark contrast to aggressive leader
who wants to win at any cost.
 STCW Table A-II/1
Two Kinds of Assertiveness
Assertiveness is based on balance - It requires being forthright about
your wants and needs while still considering the rights, needs, and wants of
others.

Aggressive behaviour is based on winning - It requires that you do what

is in your own best interest without regard for the rights, needs, feelings or
desires of others.
 STCW Table A-II/1

Assertiveness: The Case of Leadership for Jr. Watch keeper

§ In effect, the “Certificate of Competency”, which ought to be a guarantee of
something other than passing an examination, becomes a suspect document,
not worth the paper it is written on.
§ And if the junior officer is not ready to do the job he is included upon the
manning scale to undertake, it falls on senior officers to provide an adequate
level of supervision to keep the ship safe.
 STCW Table A-II/1

Motivation and de-motivation

Motivation is what drives people to do something for wanting to be
happy and satisfied.

De-motivation is what discourages someone from doing something.

Being afraid to fail or not to make it.
 STCW Table A-II/1
Effective Appraisal as a Motivator
Benefits on work performance
Effective work performance appraisal will encourage the crew to do their jobs
generously. They will keep up the good work and end up being happy and
satisfied.

Working onboard vessels can be very lonesome but through this, effective
appraisal will motivate them and make them endure throughout the contract.
 STCW Table A-II/1

How to appraise performance: Motivation

The manager should identify how and where evidence
about the employee's performance will be gathered.
Specifying the performance measurements when the
responsibility is assigned will help the employee keep track
of progress, as well as helping in future performance
discussions.
 STCW Table A-II/1

Motivation and Strategy

Strategy is a plan of action or policy designed to
achieve a major or overall aim.

A good strategy is an idea that, through it ’s

successful execution, allows you to reach a goal
despite the opposition of your adversaries.
 STCW Table A-II/1

Role of Short term Strategy on Motivation

A set of statements describing the purpose and ethical conduct for an organization
together with the specific strategies designed to achieve the targets set for each
of these. It’s importance is very apparent since it serves as a back-up plan.

It is a contingency strategy, an alternative which can be used if something goes

wrong with the main plan; a recourse. Onboard, where a lot of things could
happen and go wrong, we are in need so much of these.
 STCW Table A-II/1

How an option may be created: Motivation

Since an option is a thing or maybe a chosen action, it is
definitely created by getting involved in a series of events
or situations underlying concepts such as choosing on
what method to use in extinguishing a fire during an
incident which needs to be dealt with accordingly.
 STCW Table A-II/1

Role of leadership in creating options (motivation)

Some personality traits may lead people naturally into leadership roles. This is the Trait
Theory. A crisis or important event may cause a person to rise to the occasion, which
brings out extraordinary leadership qualities in an ordinary person. This is the Great
Events Theory.

People can choose to become leaders. People can learn leadership skills. This is the
Transformational Leadership Theory.”
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STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1

Situational Awareness
Situational Awareness is the ability to identify, process, and
comprehend the critical elements of information about
what is happening to the team with regards to the mission.
More simply, it’s knowing what is going on around you.
 STCW Table A-II/1

Situational Awareness
Example:

A fire broke out at night while the crew are

resting. They were called to their stations and was
able to combat the fire and extinguish it within an
hour. They know what they are doing and kept in
mind what they learned.
 STCW Table A-II/1

Maintenance of Situational Awareness

Maintenance of situational awareness occurs through effective
communications and a combination of the following actions.

• Recognize and make others aware when the team deviates from
standard procedures.

• Monitor the performance of other team members.

• Provide information in advance.

 STCW Table A-II/1

Maintenance of Situational Awareness

• Identify potential or existing problems (i.e. equipment-related or operational).

• Demonstrate awareness of task performance.

• Communicate a course of action to follow as needed.

• Demonstrate ongoing awareness of mission status.

• Continually assess and reassess the situation in relation to the mission goal(s).

• Clarifying expectations of all team members eliminates doubt.

 STCW Table A-II/1

Please watch the following video

Situational Awareness.mp4

Situational Awareness.mp4

https://www.youtube.com/watch?v=STYai_DkJx4
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STCW Table A-II/1 & STCW Table A-III/1

 METC

STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1
qFinal - Week 1 -
oTopic: Effective Leadership Behaviors

§ Sub-topics:

• Clear and effective communication onboard and ashore

• Effective decision-making in considerations of team

experiences
 STCW Table A-II/1
qFinal - Week 1
qLearning Outcome:
§ Determine effective leadership behaviours
 METC

STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1

Personal Liabilities

Effective Leadership
As a leader, you are expected to show what kind of leader you are. In this way
also, your crew members would know what would you expect from them and
that you’ll be able to make yourself known to them even more. By this you’ll
learn their weaknesses and strengths which you can use in proper delegation of
tasks.
 STCW Table A-II/1

Management (Leadership) Style

Personal Characteristics Contribution
You can easily contribute by being obedient to the leader. Always see to it that
every one’s aware of the activity to be done. Familiarize ourselves with the
procedure exhibited and needs to be followed always. Be cooperative to all
activities to be done. Contribute ideas in mind to develop good communication
onboard.
 STCW Table A-II/1

Effective Leadership Persona

Effective leaders are joyous and fun. One of the main reasons that
leaders are effective is because they have eager followers. People like to
follow leaders who are fun and demonstrate obvious joy in their lives.
Who wants to follow a grumpy, joyless leader?
 STCW Table A-II/1
Effective Leadership Persona
Effective leaders are self-aware. They are able to see their strengths and
weaknesses with a great deal of objectivity. They seek out critical
evaluations from people they trust to tell them the truth. Because they
are self-aware, they are constantly seeking to improve.
 STCW Table A-II/1
Effective Leadership Persona
Effective leaders take initiative. These leaders do not need to be
prodded to complete a task. To the contrary, they go well beyond others'
expectations. Good managers complete an assigned task. But good
leaders are regularly envisioning a better way and better strategy.
 STCW Table A-II/1

Effective Leadership Persona

Effective leaders love people. Some effective leaders are extroverts; they
are energized when they are around people. Other effective leaders are
introverts. Put them in a crowd sharing small talk, and they will be
drained by the end of the day. But both types of leaders have a love for
people. They truly care about others. They embody servanthood.
 STCW Table A-II/1

Effective Leadership Persona

Effective leaders are loyal. They are loyal to God, their families, and the
places where they serve. They are loyal to friends. And their loyalties are
intense and obvious to everyone who knows them.

Effective leaders are tenacious. You rarely hear about them giving up.
While others may view a setback as failure, effective leaders see it as an
opportunity to move in another direction.
 STCW Table A-II/1

Effective Leadership Persona

Effective leaders have an honest look at himself/herself. Becoming an
exceptional leader is as much about being honest with yourself as it is
about being honest with others. If your decisions and actions are not in
alignment with your values and what you truly believe to be important,
people will perceive that disconnect and they will have trouble trusting
you.
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STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1

Effective Communication
What is Communication?
• The ability of saying something and being understood.

• The body language or silent language like gestures, tone,

and the environment explain further the spoken
language or give emphasis to the message.

• It is also a process where messages, ideas and

information are transferred by sender to the receiver.
 STCW Table A-II/1

Effective Communication
Methods of Message Transfer

ICONIC
VERBAL NON - VERBAL
 STCW Table A-II/1

Effective Communication
Communication Process

The communication process is the method by which a sender reaches a

receiver with a message.

It requires five steps whether two parties talk, use hand signal, or
employ some other means of communication. The steps are as follows:
 STCW Table A-II/1

Effective Communication
Communication Process

Develop and Idea

A communication process starts when one party has an idea which it
wants to transmit to another party, both parties being an individual,
a group or a whole organization.
 STCW Table A-II/1
Communication Process

Encode
The sender’s task is to transform that idea into a form which can be
transmitted to the recipient who will be able to understand it.
This process is called the coding process, and it represents
translating an idea into a form, e.g. written or spoken language,
which the recipient can recognize.
 STCW Table A-II/1
Communication Process

Transmit
When a message has been coded, it is ready to be transmitted
through one or more channels of communication to the desired
recipient, along the ways that information travels, through a
telephone line, television or radio signals, by mail or by Internet.
 STCW Table A-II/1
Communication Process

Decode
After receiving a message, the recipient starts a decoding process,
i.e. returns the message to the form of the sender’s original idea.
Various sub-processes may be included in this, such as
understanding spoken or written words, interpreting facial
expressions and the like.
 STCW Table A-II/1
Communication Process

Receive
If the recipient has decoded the sender’s message correctly, he/she
will understand the idea which the sender wanted to transmit.
As in the case of coding, limitations in the sense of ability to decode
s o m e i n fo r m a t i o n r e p r e s e n t a p o t e n t i a l w e a k n e s s i n a
communication process.
 STCW Table A-II/1
Communication Process

Feedback
Transmitting a new message to the first sender. This part of the
process is called Feedback and it represents the knowledge of what
influence the message has had on the recipient.
Having received the feedback, the sender is able to see whether his
messages have been understood properly
 STCW Table A-II/1

Effective Communication
External Communication

is the transmission of information between a company and another

person or entity in the company's external environment. Examples of
these people and entities include customers, potential customers,
suppliers, investors, and society at large.
 STCW Table A-II/1

Effective Communication
• Source (Sender)

• Channel (VHF, UHF

Microphone etc.)

• Message

• Receiver

• Feedback
STCW Table A-II/1
Effective Communication
Closed Loop Communication
is a communication technique used to
avoid misunderstandings. When the
sender gives a message, the receiver
repeats this back. The sender t he n
confirms the message; thereby common is
using the word “yes”.
 STCW Table A-II/1

Effective Communication

Barriers of Communication
1. Language itself
2. Medium used:
§ Sender/Receiver mismatch
§ Different viewpoints
§ Generation gap
§ Different levels of interest
3. Interference or noise
 STCW Table A-II/1

Effective Communication

Communication Techniques
• Limit your vocabulary to common words and phrases
• Avoid slang and acronyms
• Speak slowly and clearly
• Use standard terminology
• Use translator if necessary
• Use written material if necessary
 STCW Table A-II/1
Why Communication is Important?

• It is a basic component in one’s relationship with others

• It is the center of all human existence
• It links us to others
• It develops our physical, emotional, and intellectual well-being
• It is a medium of expressing idea to another person
• It plays a major role in coordination , effecting change, and in achieving goals
 STCW Table A-II/1

Effective Communication
Communication at Sea

No matter how good a communicator we are here on land, it doesn’t follow that will

be the same onboard. The seafaring profession uses it’s own terms and jargon. Many

of these are ordinary words but have different use onboard. Deliberate effort must

be exerted to avoid potential communication problems.

 STCW Table A-II/1

Effective Communication
Communication at Sea

When at sea, mariners need to be able to communicate with other ships of

any size or nationality. Send and receive urgent maritime safety information.

Send or receive distress alerts in an emergency to and from rescue

coordination centers ashore or other ships nearby.

STCW Table A-II/1
Effective Communication
Communication at Sea

The Global Maritime Distress and Safety

System (GMDSS) is an internationally agreed-
upon communicat i o n pro to co l s us e d to
increase safety and make it easier to rescue
distressed ships, boats and aircraft.
 STCW Table A-II/1

Effective Communication
Internal Communication

is at its most basic, facilitating strategic connections and conversations

within your organization. This communication takes place between
leaders, managers and employees or peer-to-peer, from leader-to-
leader or employee-to-employee.
 STCW Table A-II/1

Effective Communication
Communication difference: Ashore and Onboard

There are likely to be differences in the way you, your co-workers and
people ashore communicate. As a care worker, you need to be aware of
and demonstrate respect for such differences. You also have to beware
of discriminating against individuals who communicate in different ways
from you.
 STCW Table A-II/1
Effective Communication
Creating Good Communication Climate

Communication climate refers to the tone of relationships between people

who work or live together. This lesson teaches about the types of
communication climates and how people behave within them.

One example is Positive body language helps create a good communication

climate.
 STCW Table A-II/1

Effective Communication
Describing how to get the best out of team

Work with people who are passionate about the cause, not about the money.
Drive team alignment as well as cut out the unnecessary “red tape. Ensure the
team is providing you candid but constructive feedback. Pace your team and
Keep communication constant and centralized.
 STCW Table A-II/1

Effective Communication
Work Based on Competence

Competencies are identified to clearly define the essential functions of

the job while providing essential information for assigning the
appropriate pay grade, job function and/or title for the job, Assists in
recruiting efforts for screening and interviewing.
 STCW Table A-II/1
Leadership and Teamwork: Effective Decision-making & Communication
Team communication skills are critical for ensuring the success of the team effort, whether
the team is charged with creating a new product, making a process improvement, or
planning the summer picnic.

Strong team communication skills can help build relationships, ensure the sharing of new
ideas and best practices, and benefit team members through coaching and counseling.
 METC

STCW Table A-II/1 & STCW Table A-III/1

 STCW Table A-II/1
qForm of authority found onboard a ship

§ Leadership Styles & Various Form of

Authority

§ Leadership styles and various form of authority

consideratons matter in onboard teamwork and
decision making.
§ Let's learn about them in the following slides.
STCW Table A-II/1

Leadership
Styles
 STCW Table A-II/1
Leadership Types
Democratic leadership gains its authority through accountability, active
participation, cooperation, and delegation of tasks and responsibilities. The
functions of democratic leadership include distributing responsibility within
the group or organization, empowering members, and facilitating group
deliberations.
 STCW Table A-II/1
Leadership Types
Laissez-faire leaders are characterized as uninvolved with their followers
and members; in fact, laissez-faire leadership is an absence of leadership
style. Leaders of this style make no policies or group-related decisions.
Instead, group members are responsible for all goals, decisions, and
problem solving. Laissez-faire leaders have very little to no authority within
their group organization.
 STCW Table A-II/1
Leadership Types
Authoritarian leaders, also referred to as autocratic leaders, are
characterized as domineering. Authoritarian leaders make policies and
decide appropriate division of labor from afar. They tend to be distant and
aloof from their group. Authoritarian leadership is gained through
punishment, threat, demands, orders, rules, and regulations.
 STCW Table A-II/1
Form of authority found onboard a ship
The form most commonly exercised onboard happens to be the legitimate
authority.

But it was also stated that it must be balanced and somehow followed by
different form of authority to be able to make comparisons and somehow
derive a much better way of establishing a good working environment.
 STCW Table A-II/1
Form of authority found onboard a ship
The form most commonly exercised onboard happens to be the legitimate
authority.

But it was also stated that it must be balanced and somehow followed by
different form of authority to be able to make comparisons and somehow
derive a much better way of establishing a good working environment.
 STCW Table A-II/1
Various forms of Authority
• Legitimate authority

• Reward authority

• Coercive authority

• Expert authority

• Referent authority
 STCW Table A-II/1
Various forms of Authority
1. Legitimate authority: Authority that comes with a position and is
therefore ascribed or assumed. This is best used at the beginning of the
year to establish respect, but is best when followed by a different form of
authority.
2. Reward authority: Authority that is based on giving incentives and
rewards, which is due to the given position of authority.
3. Coercive authority: Authority that is based on administering punishment.
 STCW Table A-II/1
Various forms of Authority
4. Expert authority: Authority that is based on the group viewing the
individual as an expert, or views them as having superior knowledge about
the subject. This type of authority is not one that can be forced; rather it is
based on respect, and it is earned.
5. Referent authority: Authority that is given because the person is perceived
to be ethical, concerned for the welfare of others, and trustworthy. This type
of authority, like expert, is based on respect, and it is earned.
 STCW Table A-II/1

Leadership for Jr. Watch keeper

In effect, the “Certificate of Competency”, which ought to be a guarantee of
something other than passing an examination, becomes a suspect document,
not worth the paper it is written on.
And if the junior officer is not ready to do the job he is included upon the
manning scale to undertake, it falls on senior officers to provide an adequate
level of supervision to keep the ship safe.
 METC

STCW Table A-II/1 & STCW Table A-III/1