Student Workbook

Student Workbook
Human Performance and Limitations

Physical and psychological limitations on human performance and factors that can lead to
loss of performance
DISCUSSION QUESTIONS
1. The body and brain are affected by many external factors. Describe some of these
factors from your experience.
2. Most people know that fatigue & stress degrades performance. Why do mariners
keep on working when they are fatigued orstressed?
3. State some ways of keeping performance within safe & acceptable limits.
1
Attitudes
Common hazardous and safe thoughts and understanding how attitudes affect behavior
1. Do you sometimes reflect on the three truths during your daily work?
2. What do you think are the most common hazardous thoughts inshipping?
• It won’t happen to me!

• Don’t tell me what to do!
• Do something quickly!
• I can do it!
• We’ve always done it that way!
• It won’t make any difference!
• It’s not my job.
• I thought....
3. Do mariners sometimes deviate from the safest way of working? If so,why?
2
Situational Awareness
Factors that influence awareness, maintaining good awareness and spotting the signs of a
loss in awareness
1. How can you build appropriate situational awareness?
2. What indicates that situational awareness is degraded?
3
Cultural Awareness
The need for cultural awareness, different types of culture and how culture can affect
behavior
1. State the dangersof:

- Power Distance.
- Group or Individual.
- Uncertainty Avoidance.
2. Can you add to or take away points fromthe cultural wheel?
3. What impact does another culture have on our ownbehaviour?
4
Communication and Briefings
Principles of good communication and the importance of briefings
1. How do you define goodcommunication?
2. Most mariners hold briefings. How good arethey?
3. Many mariners do not like to use checklists. Why isthat?
5
Authority and Assertiveness
The need for a balance between authority and assertiveness and the dangers of extreme
combinations
1. How common do you think unbalanced authority and assertiveness is in shipping?

Please give some examples from your own experience
2. What are the dangers of unbalanced authority and assertiveness?
3. Can you give any advice on dealing withextremes?
6
Challenge and Response
The importance of establishing a Challenge and Response environment, how to make a
challenge and how to respond to challenges
1. How can you create a good challenge and response climate?
2. How does safety benefit from challenges?
3. Where else can challenges come from, apart from theteam?
4. How does Ask – Suggest – Insist help in makingchallenges
7
Short Term Strategy
When to apply a short term strategy and recognising the influence of risk and time on the
decision making process. Lateral thinking ( problem solving ).
1. How does STS help build good SituationalAwareness?
2. State the main advantages of STS?
3. Mention a few resources available to theteam.
8
Workload
Recognise different workloads, the importance of pre-planning, problems at the start and
during delegation and how to delegate correctly. On board training and coaching.
1. How do you recognise underload, normal workload, high workload and overload?
2. What can you do to keep workload within reasonablelimits?
3. Everyone agrees that delegation is a good idea, but few people do it and even fewer
people do it well. Why is that?
9
Humans and Automation
Automation characteristics and dangers, people’s attitudes towards automation and the
importance of applying MCRM techniques to automation
1. Which hazardous thoughts are the most common when working in an

automated environment?
2. Will automation change errors? Give examples from your ownexperience.
3. How does automation influence situational awareness?
10
Team State
Six Team states, being able to recognise the “states” and the factors that affect them
1. How can you maintain the Team State within acceptablelimits?
2. Is experience always positive in maintaining a good Team State? If yes, why?
3. How to monitor effectively?
11
Error Management
Types of errors (including “blunt” and “sharp end” errors), types of defenses and
countermeasures and a policy for responding to and learning from errors
1. Give examples of the various types of errors you know of.What caused
them? Were they mainly blunt end or sharp end driven?
2. How could you use errors to avoid similar problems in the future?
3. How does Avoid- Trap – Mitigate help reduceerror?
12
Leadership Styles
Leadership styles, how to identify them and when to use them.
Leadership dealing with crisis. Motivation as part of Leadership training
1. How does personality affect Leadership Styles?
2. How do you move between styles as the situation and team requires?
3. Do you have any suggestions on a response to styles?
13
Decision Management
Different categories of decision, how to classify decisions, influence of initial preference and
hidden pressure on decision-making.
1. How can you improve the quality of the decisions you make?
2. How do you recognise the point of no return in yourdecision-making?
3. Hidden pressure can lead us into making errors. What is our best defence?
14
Case Study Work Sheet
Use MCRM terms to review what caused the incident focussing on the human factors
aspects of it.
Consider the following questions to aid your review:
• What was the physical condition of the team?
• Do you think that any of the people involved had any Hazardous Thoughts?
• If so, who and what thoughts?
• How was situationalawareness?
• What can be said about the communication?
• What can be said about briefings?
• Was there a good balance between authority and assertiveness?
• What was the challenge and response climate?
• Were checklists / SOPS used orviolated?
• Could the use of STS have helped?
• Were any of the people involved overloaded or underloaded?
• What was the attitude to automation?
• What was the team state? How was monitoring?
• How did they manage errors encountered?
• What was the leadership like?
• What was the quality of the decision making?
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aspects of it.
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aspects of it.
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aspects of it.
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aspects of it.
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aspects of it.
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aspects of it.
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Human Performance and Limitations

• It won’t happen to me!

3. Do mariners sometimes deviate from the safest way of working? If so,why?

1. How can you build appropriate situational awareness?

2. What indicates that situational awareness is degraded?

1. State the dangersof:

2. Can you add to or take away points fromthe cultural wheel?

3. What impact does another culture have on our ownbehaviour?

1. How do you deﬁne goodcommunication?

2. Most mariners hold brieﬁngs. How good arethey?

3. Many mariners do not like to use checklists. Why isthat?

1. How common do you think unbalanced authority and assertiveness is in shipping?

2. What are the dangers of unbalanced authority and assertiveness?

3. Can you give any advice on dealing withextremes?

1. How can you create a good challenge and response climate?

2. How does safety beneﬁt from challenges?

3. Where else can challenges come from, apart from theteam?

4. How does Ask – Suggest – Insist help in makingchallenges

1. How does STS help build good SituationalAwareness?

2. State the main advantages of STS?

3. Mention a few resources available to theteam.

2. What can you do to keep workload within reasonablelimits?

1. Which hazardous thoughts are the most common when working in an

2. Will automation change errors? Give examples from your ownexperience.

3. How does automation inﬂuence situational awareness?

1. How can you maintain the Team State within acceptablelimits?

2. Is experience always positive in maintaining a good Team State? If yes, why?

3. How to monitor effectively?

3. How does Avoid- Trap – Mitigate help reduceerror?

1. How does personality affect Leadership Styles?

3. Do you have any suggestions on a response to styles?

2. How do you recognise the point of no return in yourdecision-making?

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