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COMPLACENCY AS AN ELEMENT OF MARITIME ACCIDENTS. SAFETY on board modern ships – NOT SATISFACTORY 75 – 96% of accidents include CREW´S ERROR Errors made by crewmembers: Management errors – 71% Operational errors.

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Presentation Transcript
slide3
SAFETY on board modern ships –

NOT SATISFACTORY

75 – 96% of accidents include

CREW´S ERROR

Errors made by crewmembers:

  • Management errors – 71%
  • Operational errors
slide4
Management errors on board ship and in relation ship – external factors are mostly caused by COMPLACENCY

COMPLACENCY can be divided into:

  • MANAGEMENT COMPLACENCY
  • LEADERSHIP COMPLACENCY
  • SELF-INDUCED COMPLACENCY
slide5
MANAGEMENT COMPLACENCY

negative influence of Shipping Companies

expressed through dominant communication COMPANY- SHIP in which process the crew meet the interests of the Company against their own beliefs and attitudes which are eventually lost, or become passive and transform into submissive attitudes

2 leadership complacency
2. LEADERSHIP COMPLACENCY

negative influence of leadership expressed through Master´s domination in which case the crew meet the requirements of the authoritysuppressing personal attitudes and beliefs

slide10

Shipboard duties…right person for the right job…Senior officers have the burden of due diligence while assigning jobs.

other wise
…other wise….

OOPS !!!

Your crew is your responsibility…

slide12

SELF-INDUCED COMPLACENCYnegative influence of the acquired feeling of superiority and personal significance to the change of personal previously positive attitudes

slide13

Perhaps, if there had not been lack of communication…

... the container would have been on the plane…!!!

psychological point of view
Psychological point of view:

COMPLACENCY represents a process of gradual change of attitudes that transforms a “good” seaman into a “bad” seaman.

slide15
In such a state of inhibition

the crew unconsciously, in compliance with newly formed attitudes, stop using potential knowledge and experiential resources.

Passivization of knowledge, creativity and motivation

is in fact

activation of the notion of Management Complacency!

slide16
In that sense

change into inhibition begins as a spontaneous reaction to

bad communication or unpleasant environment (hierarchical relations) within which the individual(s) can feel insignificant.

slide17
Consequently,

active knowledge, creativity and motivation are gradually suppressed.

The crew still potentially have knowledge and creativity

but they are not stimulated to use them (inhibition).

journey from complacency to rules
Journey from Complacency to Rules…

Titanic (1912)

= SOLAS (1929)

Torrey Canyon (1967)

= MARPOL (1973) & STCW (1978)

Amoco Cadiz (1978)

= SOLAS & MARPOL 1978 Protocols

Herald of Free Enterprise (1987)

= ISM & SOLAS Ch. II-1

Exxon Valdez (1989)

= OPA’90

journey from complacency to rules1
Journey from Complacency to Rules…

= SOLAS Ch. XII (1997)

Various Bulk Carrier losses – early 1990s

Estonia

= SOLAS Ch. II-1 (1995)

Erika (1999)

= EU package I & II

Prestige (2002)

= New IMO rules – phase-out of single hull tankers

functional organizational model of the shipping company structure
Functional organizational modelof the Shipping Company structure

supports complacency because of:

  • centralized control
  • marked hierarchy

which ensure efficiency and successfulness through adaptation of persons to the mechanistic model of behaviour and carrying out duties.

functional organizational model
Functional organizational model

insufficient motivation, communication and cooperationamong officers

job dissatisfaction, superficial interactions of the employees,

HUMAN ERROR

Caused by Complacency Syndrome.

therefore
Therefore,

Complacency is reflected in:

  • Risk of maritime accident due to bad relation Ship-Company
  • Risk of on-the-job accident involving crewmembers, due to the crew discontent
  • Risk of damage of the ship and her cargo due to bad work organization
  • Risk of environment pollution
  • Higher insurance policy
measures of protection from complacency syndrome cs
Measures of protection from complacency syndrome (CS)
  • Introduction of ISM code (SMS) on board

is not efficient enough to prevent CS

  • Reorganizing matrix

functionally organizedorganizational

companiesstructure

basic difference of matrix organizational structure
Basic difference of matrix organizational structure

=

decentralized management

greater motivation and initiative by the Master, Chief Engineer and the Officers on board

decentralised decision making
Decentralised decision-making
  • Need for forming the fleet management
  • Establishing the function of the project manager
the basic function of the project manager in company ship relation
The basic function of the project managerin Company – Ship relation

is

building balance between ship´s demands and functional sections of the Company that, in order to satisfy interests of the whole, are prone to neglect the interests of individual ship

slide29
Managerial team on board + the other Officers (2nd and 3rd Officers) and Engineers ( 2nd and 3rd Engineer)

develop new relations

as regards

mutual advising and planning

the upgrading of ship´s safety(SMS) and

possible reactions in an emergency

slide30
CONDITIONS OF

REAL TEAM WORK

CAN BE ESTABLISHED AND DEVELOPED ON THE BASIS

OF

MATRIXORGANISATION