The Natural Limits of Teams and Implications for Marine Pilotage FACULTY OF EDUCATION

Transcription

1 The Natural Limits of Teams and Implications for Marine Pilotage FACULTY OF EDUCATION

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4 Bridge Team Port Team

5 1. They establish psychological safety. Psychological safety was far and away the most important of the five dynamics we found it s the underpinning of the other four, It s a term that Harvard Business School professor Amy Edmondson defines as a shared belief that the team is safe for interpersonal risk taking. To what extent can a marine pilot establish psychological safety on the bridge during a pilotage? To a Great Extent Somewhat Very Little Not at All

6 2. They require dependability. Google defines this as, Team members get things done on time and meet Google s high bar of excellence. How often can a marine pilot depend on the bridge team to support them during the pilotage event to a highly reliable level of performance? Very Frequently Frequently Occasionally Rarely Very Rarely Never

7 3. They have structure and clarity. Google s head of HR, Laszlo Bock, writes in his book Work Rules! that it is essential that team managers monitor their employees without micromanaging, which is essentially holding their hands on every project. This trust is built by agreeing on a team and an individual basis on clear roles, plans, and goals To what extent can the pilot establish and maintain clear roles, plans, and goals on the bridge, during pilotage? To a Great Extent Somewhat Very Little Not at All

8 4. They give each of their members meaning. These roles, plans, and goals need to personally resonate with each of the employees, or else they will not be working to their full potential and pushing themselves to new limits. It is a manager s responsibility to ensure that no team member slips in this context., To what extent can a pilot convince bridge team members to completely engage with the act of pilotage and to create an environment that personally resonates with each member of the bridge team? To a Great Extent Somewhat Very Little Not at All

9 5. They have a purpose. Every team needs to ask itself, Do we fundamentally believe that what we re doing matters? Rozovsky writes. Bock writes in his book that he tells managers that when they make a new hire, they need to clarify their team s purpose and how it is making a tangible impact. To what extent can the pilot identify and engage a bridge team in the purpose and the impact of the pilotage event? To a Great Extent Somewhat Very Little Not at All

10 The field of Human Factors focuses its attention of five primary areas (Chapanis, 1996, Wickens et al., 1998): 1. Personnel Selection 2. Personnel Training 3. Equipment and Machine Design 4. Job and Task Design 5. Environmental Design Which of these is at the disposal of the Port Authority and/or pilotage organisation in order to improve the teamwork with the bridge team?

11 To what extent can a marine pilot establish psychological safety with towage providers and VTS before and during pilotage? To a Great Extent Somewhat Very Little Not at All How often can a marine pilot depend on the towage providers and VTS to support them during the pilotage event to a highly reliable level of performance? Very Frequently Frequently Occasionally Rarely Very Rarely Never To what extent can the pilot establish and maintain clear roles, plans, and goals with towage providers and VTS, during pilotage? To a Great Extent Somewhat Very Little Not at All To what extent can a pilot convince towage providers and VTS to completely engage with the act of pilotage and to create an environment that personally resonates with each member of the bridge team? To a Great Extent Somewhat Very Little Not at All To what extent can the pilot identify and engage towage providers and VTS in the purpose and the impact of the pilotage event? To a Great Extent Somewhat Very Little Not at All

12 The field of Human Factors focuses its attention of five primary areas (Chapanis, 1996, Wickens et al., 1998): 1. Personnel Selection 2. Personnel Training 3. Equipment and Machine Design 4. Job and Task Design 5. Environmental Design Which of these is at the disposal of the Port Authority and/or pilotage organisation in order to improve the teamwork on the bridge? What about within the port?

13 Equipment and Machine Redesign 13

14 Embedded in Policies and Procedures THE PILOT The pilot should foster good team / pilot relationship emphasizing clear communications, use of BRM principles and efficient watch-keeping techniques. To ensure a shared mental model is in place, the pilot should have a detailed passage plan which communicates to the Master details of the pilotage about to be undertaken. The pilot and master should ensure that the pilot has been familiarized with shipboard practices and procedures relevant to the vessel being piloted. The pilot must carry the awareness that some bridge teams are poorly functioning and use short term strategies to ensure best resource management in these cases.

15 The improvement of teamwork with ship s Bridge teams is subject to natural constraints that relate to both the nature of teams and the ability to intervene to improve teams. The port-based team is not nearly as constrained. This is well recognised but could be more effectively implemented in the safety management system.

16 The improvement of teamwork with ship s Bridge teams is subject to natural constraints that relate to both the nature of teams and the ability to intervene to improve teams. The port-based team is not nearly as constrained. This is well recognised but could be more effectively implemented in the safety management system.

17 "The first thing we had to acknowledge was to stop and enjoy each test. We do that sensibly but we acknowledge we have played another group of men who have tried to do what we have done. So we say, 'would you guys like to come in?

18 Straight and Crooked Thinking I am firm, thou art obstinate, he is pigheaded. APPENDIX I: THIRTY-EIGHT DISHONEST TRICKS WHICH ARE COMMONLY USED IN ARGUMENT, WITH THE METHODS OF OVERCOMING THEM. (1) The use of emotionally toned words (pp. 9-23). Dealt with by translating the statement into words emotionally neutral.

19 Dr Benjamin Brooks Senior Research Fellow Chapanis, A. (1996) Human Factors in Systems Engineering, Wiley, New York. Wickens, C. D., Gordon, S. E. and Liu, Y. (1998) An Introduction to Human Factors Engineering, Addison Wesley Longman, New York, NY. Australian Maritime College 19