2. Based on reaserch provided by
UK Maritime and Coastguard Agency
“The Human Element – A Guide to Human Behavior
in the Shipping Industry” (Dirk Gregory and Paul
Shanahan)
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6. Even we make a decision we can
never be certain that we have
made the right one. This is partly
because we want our plan to
work, hence, we are tricked by our
brain into selectively finding
assumptions that are good from
our personal point of view.
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8. Risks, are determined by our feeling about
a given situation.
It is influenced by an incorrect
perception of control
Due to thinking positively
about: experience, equipment or
familiarity
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9. Example
A deckhand who was washed overboard –
he only secured himself in heavy weather by
wrapping an arm around the pulpit rail instead
of using the harness.
This situation involved perceived familiarity, it
was not the first time the deckhand had done
this, therefore the situation seemed to be
familiar and hence controllable. He was wrong.
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10. Another point of influence is
perceived value – when something
could bring one a big step closer
to a higher goal, so the more we
desire it, the less risky it appears.
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12. Making decisions is time consuming.
Our brain needs to work through all
data and facts
And has to consider alternatives
and options
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13. A tradeoff between safety (thorough
investigation) and profitability (deciding
quickly) happens.
Companies need both traits, and their
company culture dictates what is favored
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14. Companies pressuring for efficiency shift the
perception of their seamen
Thoroughness will be valued less
Working quick becomes valued
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16. Maritime buisness is dominated by time and
cost.
People break rules to increase
efficiency
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17. People tend to use „just good enough“
principles to increase efficiency, here are five:
1. It looks fine or It’s not really
important – so we can skip this step.
2. It’s good enough for now,
ie it exceeds minimal requirement.
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18. 3. It was checked earlier/will be
checked by someone else later
– so we can skip this.
4. There’s no time (or no-one)
to do it now. Don’t worry – we’ll
do it later!
5. “It’s normally OK” or “It’s
much quicker this way”.
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20. The ship manager is requested to
Create a company culture which
allows thourough decisions
School seamen about risk levels
Communicate known risks
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21. The seaman is requested to
Have decisions evaluated by his team
Support a open and just critic
culture
Not fall for perceived
familiarity
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22. Influence of company culture
Incident reporting: It might improve
efficiency but, not necessarily safety
Policy integrity: Safety as top priority is
often lip service
Cost policy: Unnecessary cost are
reduced, but what is unnecessary and
who defines it?
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24. Managers tend to favour the
efficiency of meeting their deadlines
rather than thoroughness. This is
because it is their non-efficiency that
the organisation will notice first, and
if things go well, they will be praised
for their efficiency.
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25. Visit our blog to read the full article:
https://codie.com/wp/maritime/human-behavior-
in-the-shipping-industry-risk-taking
Or
https://codie.com/maritime/blog
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26. „How is all this related to your software?“
Let‘s be honest, just buying our ship or crew
management software will not magically
reduce your stress or risk-taking. However, it
will provide you with the right tools to reduce
your task complexity, to work smarter and
save (leisure) time. That‘s a good start.
Your CODie Team
CODie.com