Apathy

Lack of lnterest or concern

'I don't care'
SoIution:
- Check for lllness, fatlgue,
lncorrect nutrltlon, lack of
physlcal tness
- |nvestlgate personal
clrcumstances, ln partlcular
worrles about famlly or [ob
- Develop a 'company culture' to
encourage communlcatlon and
empowerment
- Provlde the seafarer wlth a safe
and secure worklng envlronment,
decent worklng and llvlng
condltlons, falr terms of
employment and a healthy
llfestyle
Assumptions
Pacts, orders or statements that are
taken for granted
'I though that was what you said'
SoIution:
- Do not be afrald to seek
clarlcatlon of what ls sald
- Do not act on scant lnformatlon
oredom
The state of belng weary and
restless though lack of lnterest
'What shaII I do to pass the time
away!'
SoIution:
- Pedlstrlbute work more evenly
- Plng the changes on
responslbllltles
- Promotlon/changes ln
responslblllty
- Lncourage team work and
lnteractlon
CompIacency
Self-satlsfactlon especlally when
accompanled by unawareness of
actual dangers or declencles
'I can't be bothered'
SoIution:
- Do not take unnecessary rlsks
- Lnsure compllance wlth
approprlate regulatlons and
follow proper procedure
- Conduct regular table top
exerclses on lessons learned from
accldent lnvestlgatlon reports
- Leadershlp and assertlveness
tralnlng
- Crew Pesource Management
tralnlng
CompIiance
A dlsposltlon to yleld to others
'You know best'
SoIution:
- Do not be afrald to challenge the
declslons of others
- Leadershlp and assertlveness
tralnlng
Contempt
The taklng of unnecessary rlsks,
wlth scant regard for regulatlons
and guldellnes
'It won't happen to me'
SoIution:
- Do not take unnecessary rlsks
- Lnsure compllance wlth
regulatlons and follow proper
procedure
- Conduct regular table top
exerclses on lessons learned from
accldent lnvestlgatlon reports
- Leadershlp and assertlveness
tralnlng
- Crew Pesource Management
tralnlng
Contentment
Peellng or showlng satlsfactlon
wlth one's sltuatlon
'I am happy with the situation'
SoIution:
- 8e sure that you know rlght from
wrong
- Lnsure that everyone has the
same perceptlon of the rlsks ('he
who can keep hls head when all
around are looslng thelrs slmply
does not understand the facts of
the sltuatlon')
InvuInerabiIity
|mpervlous to danger or rlsk
'It won't happen to me'
SoIution:
- Conduct regular table top
exerclses on lessons learned
from accldent lnvestlgatlon
reports
- Do not reward thls sort of 'hero'
- Make lt hurt even lf they get
away wlth lt
- Monltor young/bold stan
photos: Seafarers |nternatlonal Pesearch Centre
Drudgery
Dull, lrksome, fatlgulng,
unlnsplrlng or menlal work
'Why do I have to do this!'
SoIution:
- Potas/sharlng/teamlng-up
- Lnsure systems/equlpment are
best for the [ob
- Set safe performance targets to
glve a secondary meanlng to
achlevement
- |ntroduce rewards/preference
Perception
To regard somethlng as belng the
case
'7hat is my interpretation of the
situation - I do not agree with
yours'
SoIution:
- Adopt a pollcy of 'strong oplnlons
weakly held'
- Conslder the power-dlstance (ls
admlttlng belng wrong cloudlng
[udgement!)
- Lncourage comment on the
performance of a colleague or
superlor
- Always look for slx explanatlons
for a sltuatlon
- Conslder the downslde of gettlng
lt wrong (assess the rlsks)
- Conslder the probabllltles
- Check the facts on whlch a vlew
ls based
Dumbing down
Slmpllfylng to the polnt of
meanlnglessness
'If you treat me Iike an idiot, I'II
behave Iike an idiot'
SoIution:
- Do not dumb down to beyond
the polnt of meanlnglessness
- Plnd out what level of
lnstructlon/control crew are happy
wlth and deslgn the work and
lnstructlons to that level
- Collect feedback, especlally after
the lntroductlon of new
procedures
- Understand the capabllltles and
motlvatlon of your crew
PredictabiIity
To foretell on the basls of
observatlon or experlence
'I know what wiII happen next'
SoIution:
- Always look for slx explanatlons
for a sltuatlon
- Conslder the downslde of gettlng
lt wrong (assess the rlsks)
- Conslder the probabllltles
- Check the facts on whlch a vlew
ls based
- Conduct 'what-lf!' analysls
FamiIiarity
Too close an acqualntance wlth a
procedure
'I know it aII'
SoIution:
- Pegularly revlew and test
procedures
- Conduct regular onboard
contlnuatlon and refresher
tralnlng
- Make lt OK to observe on the
performance of a colleague or
superlor
Risk taking
Taklng an actlon where the
outcome ls uncertaln, often ln
contraventlon of norms,
regulatlons or procedures
'I'II take a chance'
SoIution:
- Do not take unnecessary rlsks
- Lnsure compllance wlth
regulatlons
- Pollow proper procedure
- Learn from the mlstakes of others
- Conduct regular table top
exerclses on lessons learned from
accldent lnvestlgatlon reports
Ignorance
Lack of knowledge, educatlon or
awareness
'I don't know'
SoIution:
- Conslstency ln standards of
educatlon and tralnlng
- Task/system speclc tralnlng,
taklng lnto account the [ob, the
operatlonal role and operatlng
pattern of the shlp, and the
envlronment ln whlch lt ls llkely
to work
- Clear and conclse technlcal
operatlng and malntenance
manuals
- Make lt OK to observe on the
performance of a colleague or
superlor
- Make lt OK for anyone to ask for a
check/crltlque
Routinisation
The enects of habltual or
mechanlcal performance of an
establlshed procedure
'I've done it so many times before'
Solutlon:
- Pegularly revlew and test
procedures
- Conduct regular onboard
contlnuatlon and refresher
tralnlng
- Crew Pesource Management
tralnlng
ImpuIsiveness
|ncllned to act on lmpulse rather
than thought
'I know what I am doing'
SoIution:
- 'Take ve' to assess the rlsks
before dolng anythlng new or
after an unexpected occurrence
- Conduct near mlss and lncldent
reportlng analysls
- Lncourage comment on the
performance of a colleague or
superlor
- Conslgn the 'gung ho'/'macho'
seafarer to hlstory
SecIusion
Shuttlng away or keeplng apart
from others
'Leave me aIone'
SoIution:
- Seek support from peers
- Seek guldance from the more
experlenced
- Leadershlp and assertlveness
tralnlng
- Crew Pesource Management
tralnlng
Exploring rogue behaviour