Enclosed Spaces – the human dimension Marc Williams Human Element Policy Manager MCA

Setting people Up to Succeed Tools Resources Procedures Knowledge Skills ?

The Individual Human Performance & Limitations Training, Competence, Experience Technical Skills Non-Technical Skills Knowledge, perception, understanding Human Behaviour Motivation, Personal goals Psychological Contract Fitness for Duty Fatigue and Stress Behavioural Biases The Job User Centred Design Equipment Design Ergonomics Procedures, Instructions Operational Systems Management Systems Tools, Resources Work & Rest Tour Lengths Task Allocation The Environment Weather, Climate, Motion Habitability, Living Conditions Noise, Smell, Vibration, Lighting On Board Culture Social Conditions, Isolation Contact with Families Charterers, Shippers Ports, Docks, VTS Suppliers, Financiers, Manning Agencies Regulators Training Establishments The Organisation Leadership Management Policies Recruitment & Selection Terms & Conditions of Employment Organisational Culture Safety Culture Just Culture Learning Culture Quality Control, Compliance Implementation of Policies & Regulations

The human and organizational influences

Eliminate Design Out Change Use or do Something Else Control Physical & Procedural Measures Protect PPE etc Control of Hazards Ideal Last Resort

Human Element “Hard” HE Design Construction Ergonomics Anthropometrics Biomechanics HMI User Centred Design “Soft” HE Training - Drills Technical and Non-technical skills Human performance & limitations Behavioural science Culture Regulations - ISM Procedures Guidance Safe & Competent Performance

 ……2016……20XX  The future  “Hard” HE “Soft” HE The here and now “Soft” HE

Fast thinking - System 1 Fast – milliseconds Involuntary, automatic Always on Intuitive, impulsive, emotional Drives habitual routines Manages mental models of the world Freeze, Fight or Flight Routine vs Emergency Slow thinking - System 2 Voluntary, but slow Effortful Seat of self control Make new plans Overpower automatic routines Mute emotional impulses Learn new mental models

Undesired Act Knowledge Based Rule Based Memory Failure Attention Failure Mistakes Lapses SlipsCorrect intention but not applied correctly Use wrong rule Novel situation Reckless Situational Routine Deliberate and extreme Local circumstances Habitual deviationViolationsUnintended Action Intended Action Optimising Personal/Organisational Gain

The man who can’t make a mistake can’t make anything

Safety Culture Ladder Level 1: Pathological Level 5: Generative Level 4: Proactive Level 3: Calculative Level 2: Reactive Managers know what’s happening – the workforce tells them Bad news is sought out so failures can be learned from People are constantly aware of what can go wrong Safety is seen as a profit centre Resources are allocated to anticipate and prevent incidents Management is open to bad news, but still focused on statistics The workforce is trusted and feels involved in safety There are lots of audits and lots of data to describe things The new Safety Management System is assumed to be enough People are surprised when incidents still happen Bad news is tolerated Safety is taken seriously every time there is an accident Managers try to force compliance with rules and procedures Many discussions are held to re-classify accidents Bad news is kept hidden We leave it to the lawyers or regulators to decide what’s OK There are bound to be accidents – this is a dangerous business If someone is stupid enough to have an accident, sack them Bad news is unwelcome – kill the messenger Source: (in Mar ‘10) following work by Hudson & Parker (2002), reproduced with permission in, and extracted from “The Human Element – a guide to human behaviour in the shipping industry” MCA et al.

The Just Culture Link Operational success requires  Effective risk management  Effective safety culture  Effective learning culture  Effective reporting culture  Effective Just Culture  Which requires Mutual Trust !