集美大学航海技术驾驶台资源管理教案

BRM,BridgeResourceManagement,DalianMaritimeUniversity,引言,第一章工作态度与管理技能,第二章人文意识,第三章人为失误,第四章通信与沟通,第五章判断与决策,第六章组织与计划,第七章管理方式与领导艺术,第八章驾驶台班组工作,第九章工作负荷、疲劳与压力,第十章应急策略,第十一章案例分析,引言,背景,驾驶台班组工作(BridgeTeamWork),STCWCodePartB,驾驶台资源的概念,培训目的,驾驶台班组工作(BridgeTeamWork),AMastersViewonBTMItwasthethirdmateleaningonthetelegraphy.Thatwasthefirstimpetusformetotrytocreateateamonthebridge.Ourmainradarhadfailed,andweweredowntooneradarwhichwouldntallowustoplotonthescreen.ThickfoghadsettledinontheJapanesecoast.ThechiefmateandIweretremendouslybusyplottingtrafficonplottingsheets,dodgingothervessels,andmaintaininganavigationtrack.AtonepointIlookedupfromtheradarscreenandsawthethirdmateleaningagainstthetelegraphy.Andjustwhatareyoucontributingtothisprocess?Iaskedthemate.WellCaptain,youtwoaredoingsuchafinejobIjustdidntwanttointerfere,hereplied.,AMastersViewonBTMItwasatthispointthatIdecidedtodosomethingtomakesurethatallpersonnelonthebridgewouldbeinvolved,andwouldcontributesomethingtoassistmeinconningtheship.Manyofushavesomenostalgiaforthatera,butaregularroutineofchecksandupgradingofcompetencewillmeansaferseawaysforallofus.Inthesedaysofreducedmanning,wecantaffordtohaveanyofficerleaningagainstatelegraphanylonger.,AMastersViewonBTMToday,(aftersettingupbridgeteammanagementtraining)youwontfindanythirdmatesinthefleetloiteringduringheavytrafficsituations.Everyoneonthebridgeiscontributing:assistingwithcollisionavoidance,navigationorcommunications.The“bridgeteam”conceptisnowfirmlyinplace.InrecentyearsIhavepleasedtoseethatprogramslikeourshavebeendevelopedbyothercompaniesworldwideintotheincreasinglyacceptedconceptofBridgeResourceManagement.,STCWCodePartB,Bridgeresourcemanagement4Companiesshouldissueguidanceonproperbridgeprocedures,andpromotetheuseofchecklistsappropriatetoeachshiptakingintoaccountnationalandinternationalguidance.5Companiesshouldalsoissueguidancetomastersandofficersinchargeofthenavigationalwatchoneachshipconcerningtheneedforcontinuouslyreassessinghowbridge-watchresourcesarebeingallocatedandused,basedonbridgeresourcemanage-mentprinciplessuchasthefollowing:(Omitted),.1asufficientnumberofqualifiedindividualsshouldbeonwatchtoensurealldutiescanbeperformedeffectively;.2allmembersofthenavigationalwatchshouldbeappropriatelyqualifiedandfittoperformtheirdutiesefficientlyandeffectivelyortheofficerinchargeofthenavigationalwatchshouldtakeintoaccountanylimitationinqualificationsorfitnessoftheindividualsavailablewhenmakingnavigationalandoperationaldecisions;.3dutiesshouldbeclearlyandunambiguouslyassignedtospecificindividuals,whoshouldconfirmthattheyunderstandtheirresponsibilities;.4tasksshouldbeperformedaccordingtoaclearorderofpriority;.5nomemberofthenavigationalwatchshouldbeassignedmoredutiesormoredifficulttasksthancanbeperformedeffectively;,.6individualsshouldbeassignedatalltimestolocationsatwhichtheycanmostefficientlyandeffectivelyperformtheirduties,andindividualsshouldbereassignedtootherlocationsascircumstancesmayrequire;.7membersofthenavigationalwatchshouldnotbeassignedtodifferentduties,tasksorlocationsuntiltheofficerinchargeofthenavigationalwatchiscertainthattheadjustmentcanbeaccomplishedefficientlyandeffectively;.8instrumentsandequipmentconsiderednecessaryforeffectiveperformanceofdutiesshouldbereadilyavailabletoappropriatemembersofthenavigationalwatch;.9communicationsamongmembersofthenavigationalwatchshouldbeclear,immediate,reliable,andrelevanttothebusinessathand;,.10non-essentialactivityanddistractionsshouldbeavoided,suppressedorremoved;.11allbridgeequipmentshouldbeoperatingproperlyandifnot,theofficerinchargeofthenavigationalwatchshouldtakeintoaccountanymalfunctionwhichmayexistinmakingoperationaldecisions;.12allessentialinformationshouldbecollected,processedandinterpreted,andmadeconvenientlyavailabletothosewhorequireitfortheperformanceoftheirduties;.13non-essentialmaterialsshouldnotbeplacedonthebridgeoranyworksurface;and.14membersofthenavigationalwatchshouldatalltimesbepreparedtorespondefficientlyandeffectivelytochangesincircumstances.,合理利用资源能够得到事半功倍的效果,资源的不合理利用是导致事故的重要原因,Somethingthatcanbeusedforsupportorhelp:,Thetotalmeansavailabletoacompanyforincreasingproductionorprofit,includingplant,labor,andrawmaterial;assets.,RESOURCE,驾驶台资源,通过讲授船舶驾驶台安全与管理的知识，强调计划、组织与协调以及计划的实施与检查，分析和讨论典型海事案例及船舶操纵模拟器的训练，使学员强化安全意识、掌握驾驶台班组工作的协调方法与要领，熟练掌握驾驶台的组织程序，有效地利用船舶现有的设备资源，训练在各种紧急情况下的应急反应能力，加强班组人员的密切合作，发扬团队精神，保证船舶的航行安全，减少和避免人为因素造成的事故。,培训目的,第一章工作态度与管理技能Chapter1attitudeandManagementSkills,态度是什么？一个人对待事物所有看法的总称。它是对某些人员与事情的思维方式。你的态度决定了你对某些人员与事情的行为。,Whatisanattitude?Thewayyoulookupontheworldaroundyou.Itisawayofthinkingaboutsomebodyorsomething.Yourbehaviortowardssomebodyorsomethingdependsonyourattitudes.,积极与消极Positiveandnegative,危险与安全Dangerandsafety,行为规律Behaviorrule,需求层次理论Theoryofrequirement,激励理论Theoryofmotivation,积极positive,消极negative,这个工作很重要.Itisanimportantwork,我必须完成这个工作吗?ShouldIcompletethiswork?,这是我的本职工作.Itismyduty.,其他人也应对此负责.Othersshouldberesponsible.,应该做得更好.Doitbetter,这样已经不错了.Ithinkitisbetter,再试一下.Tryagain.,已经没办法了.Ihavenotagoodidea.,安全,危险,Whytakechance?,Icandoit.,Itcouldhappentome.,Itwonthappentome.,Donttellmewhattodo.,Followtherules.,Itsabouttimewechanged.,Wevealwaysdoneitthatway.,定义:行为是行动的一种方式,它是指一个人的所做作为.Definition:behaviorisawayofactionandanactiveofdoing.,促进行为的三个条件:Threeconditionsofpromptingbehavior,行为的基本模型thebasicmodelofbehavior,1.行为是有起因的;cause,2.行为是受激励的;prompting,3.行为是有目标的;objective,1.生理需要physiologicalneed:饮食,居住,穿着等生理活动的需要;,2.安全需要securityneed:对危险,威胁与抢夺的防护;,3.社交需要socialneed:与别人交往,归属群体,友谊给予与取得;,4.尊重需要esteemneed:自尊,别人的尊敬和自负或地位需求;,5.自我实现需要self-fulfilledneed:获得自己内部的潜力,最大限度的自我发展,创造性和自我实现.,需求层次理论Hierarchyofhumanneeds,激励模式motivationmodels,激励的三种模式类型传统的激励模型:为激励雇员成功地执行其工作，管理者有为其所支配的工资激励系统。人际关系激励模型：管理者尊重雇员并关心其需要。人力资源激励模型：给予雇员在决策和执行任务上更多的责任。,ThreemodelsTraditionalmodel：Tomotiveworkerstoperformtheirjobssuccessfully,managerhaveattheirdisposalasystemofwageincentives.Humanrelationmodel：Managertreatsworkerswithconsiderationandareattentivetotheirneeds.Humanresourcemodel:Managercangiveworkersfarmoreresponsibilityformakingdecisionsandcarryingouttheirtasks.,管理的定义definitionofmanagement,管理是通过人来完成工作的艺术。管理是通过组织成员的努力和其他组织资源的使用进行计划、组织、领导和控制，以实现既定的组织目标过程。,Managementistheartofgettingthingsdonethroughpeople,andistheprocessofplanning,organizingmembersandtheuseofotherorganizationalresourcesinordertoachievestatedorganizationalgoals.,管理技能,管理技能,领导leadership,任务分析missionanalysis,适应性和灵活性adaptabilityandflexibility,感知外界环境situationalawareness,决策decisionmaking,交流与通信communication,自信assertiveness,领导leadership,管理和指导其他成员的行为，激励他们作为一个班组在工作中的团结协作，并向班组反馈行为表现。,Directingandguidingtheactivitiesofotherteammembers,stimulatingpersonneltoworktogetherasateam,andprovidingfeedbacktoteamregardingtheirperformance.,管理技能,任务分析missionanalysis,制定长期计划和应急计划，组织、分配和监控班组资源。评估和控制安全风险。,Makinglong-termandcontingencyplans,andorganizing,allocatingandmonitoringteamresources.Assessingandcontrollingsafetyrisks.,管理技能,适应性和灵活性adaptabilityandflexibility,改变行为以适应变化的局面需要，在压力下维持积极的工作状态，并能与其他班组成员一起有效地工作,Alteringacourseofactiontomeetchangingsituationaldemands,maintainingconstructivebehaviorunderpressure,andworkingeffectivelywithotherteammembers.,管理技能,感知外界环境situationalawareness,随时知道班组发生的事情和承担的任务，识别和找出错误。例如，例如了解船舶周围所发生的一切，有助于值班驾驶员注意到事故链正在形成，并以这种注意为基础，采取适当行动切断事故链。,Knowingatalltimeswhatishappeningtotheteamandthemission.Recognizingandtrappingerrors.Situationalawareness-i.e.,knowingwhatisgoingonaroundtheship-helpstheOOWrecognizethatanerrorchainisdevelopingandtakingsuchaction,baseduponthisawareness,tobreaktheerrorchain.,管理技能,决策decisionmaking,基于可获得的信息做出逻辑和合理的判断。,Applyinglogicalandsoundjudgmentbasedonavailableinformation.,管理技能,交流与通信communication,清晰准确地发出和确认收到信息、指示、命令和提供有用的反馈。,Clearlyandaccurately,sendingandacknowledginginformation,instructions,andcommands,andprovidingusefulfeedback.,管理技能,自信assertiveness,积极参与、提出和维护一个立场，直到事实（而不是当局或其他人）证明这是个错误的立场。必要时，采取纠正措施。,Activelyparticipating,stating,andmaintainingapositionuntilconvincedbythefacts(nottheauthorityorpersonalityofanother)thatyourpositioniswrong.Takingactionswhennecessary.,管理技能,第二章人文意识,航运环境,船长,船员,船级社,保险公司,租船人,船东,旅客,IMO,港口国,驾驶台,引航员,海关,VTS,PSC,管理公司,第二章人文意识,航运环境,master,crew,classification,insurers,charterers,owners,passengers,IMO,Portauthorities,bridge,pilot,customs,VTS,PSC,Generalpublic,第二章人文意识,文化背景,家庭经济条件,第二章人文意识,文化背景,Familysocialandfinancialbackground,第二章人文意识cultureawareness,文化背景的分类,SmallPowerDistance,LargePowerDistance,Group,Individual,Feminine,Masculine,LowUncertaintyAvoidance,HighUncertaintyAvoidance,ShortTerm,LongTerm,第二章人文意识,文化背景的分类,SmallPowerDistance,LargePowerDistance,Group,Individual,Feminine,Masculine,LowUncertaintyAvoidance,HighUncertaintyAvoidance,ShortTerm,LongTerm,第二章人文意识,文化背景的影响,对指示和说明产生误解Orderorinstructionsmisunderstood;,未接收信息和资料Messagesandinformationnotreceived；,缺乏忠实和尊重Lackofloyaltyandrespect;,缺乏团队意识Lackofteamwork;,缺少社会联系Lackofsocialinteraction.,第三章人为失误与事故HumanErrorandAccidents,失误的种类,内部失误internalerrors,外部失误externalerrors,厌倦与疏忽boredom-inattention,非常规事件edgeofroutine,疲劳fatigue,知识缺乏lackofknowledge,过于自信overconfidence,技术原因technical,信息原因information,气象条件weather,失误链ErrorChain,失误链,失误链的定义,失误链形成时的征兆,切断失误链的方法,失误链的定义,海难和事故很少是由于单独事件导致的后果,而是由一系列并不严重的过失构成的失误链的顶点。导致事故的一系列事件或事件链。Maritimeincidentsordisastersareveryseldomtheresultofasingleevent,theyarealmostalwaystheresultofaseriesofnon-seriousincidents;theculminationofanerrorchainisaseriesofchainofevents,whichleadstoanaccident.,errorchain,失误链形成的征兆signforindicatingtheformationofanerrorchain,指挥或瞭望不当,感知不全面或混乱,通信中断,精神涣散,不确定性,违反已建立的规则或程序,偏离计划航线,事故链形成的征兆,Improperconnorlookout,Feelingofinadequacyorconfusion,Communicationbreakingdown,distraction,ambiguity,Departurefrompassageplan,Violationofestablishedrulesorprocedures,不确定性Ambiguity,当两个或多个独立来源的信息不一致，如两个不同的定位系统、测深仪与海图水深不一致；或两成员的观点不一致等。不确定性本身也许不危险，但它意味兆有差异，但差异原因需要证实，不确定性也可能是经验不足或缺乏训练的结果。,When2ormoreindependentsourcesofinformationappearstodisagree,e.g.;2independentandseparatepositionfixingsystemsdonotagree;theecho-sounderreadingdoesnotagreewiththecharteddepth;2teammembersdonotagreeuponapointaction.Ambiguityitselfmaynotbedangerous,butitmeansthatthereisdifferenceandthecauseofthisdifferenceneedstobeverified.Ambiguitymaybearesultofinexperienceorlackoftraining.,精神涣散distraction,发生精神涣散可由下列因素造成：超负荷工作、压力、疲劳、紧急情况、注意力不集中、经验不足或尽管不危险但属意外的事件，如VHF呼叫，它可吸引一个人的全部注意力，从而忽视了处理其它更紧迫的事件。,Thiscanbebyexcessiveworkload,stressorfatigue,emergencysituations,simpleinattention,inexperience,oranunexpected,thoughnotthreateningevent,suchasVHFcall,whichcanoccupythefullattentionofapersontotheexclusionofothermoreurgent.,感知不全面或混乱Feelingofinadequacyorconfusion,局面失去控制的感知就如一个有关人不知接下来将发生什么，这通常是由于经验缺乏所致。,Afeelingoflossofcontrolofthesituationsuchthatpersonconcerneddoesnotknowwhatisexpectedtohappennext.Frequentlytheresultoflackofexperience.,通信中断Communicationbreakingdown,船内通讯可能被物理因素干扰，例如噪声等。也可能因缺乏共同语言或不同的处理方法而中断。外部通讯的中断可能是没有共同语言或误解所致。,Internalcommunicationsmaybeconfusedbyphysicalcausessuchasnoise,etc.orbecausedbylackofcommonlanguagesofdifferingproceduralmethods.Externalcommunicationsbreakdownmayalsobeanon-commonlanguageorplainmisunderstanding.,指挥或瞭望不当Improperconnorlookout,指挥或瞭望不当可能是由于局面感知不够和对不知其中断所致。,Improperconnorpoorlookoutmaybearesultoflackofsituationalawarenessaswellasanindicationofitsbreakdown.,偏离计划航线Departurefrompassageplan,偏离计划航线可能是由于对船舶进行指挥或监视不当所致。,Departurefromthepassageplanmaybearesultimproperconningorimpropermonitoringoftheprogressoftheship.,违反已建立的规则或程序Violationofestablishedrulesorprocedures,无正当理由背离明确规定的标准操作程序。,Departurefromclearlydefinedstandardoperatingprocedureswithoutjustification.,失误原因causeoferror,失误的产生因素很多，包括技术和人为因素。Therearemanycombinationsandwaysinwhicherrorscanoccur,bothtechnicalandhuman.,技术性失误technicalerrors,有关船舶运动的3个主要技术系统发生失误或故障，且没有发觉将导致船舶失控状态。它们是：动力系统、操舵系统和驾驶系统。,Thereare3technicalsystemsofashipinvolvemovement,andwhereafaultorfailureifnotdetected,couldleadtoanuncontrolledsituation,areenginesystem,steeringsystemandnavigationalsystem.,技术性失误technicalerrors,因设备与资料产生的失误，如完全故障或间歇性故障，安全或警报发生故障，从未标准化的设备获得的错误信息系统，由于雷达未开启而未发现目标和海图及参考书上的信息过时等。,Totalorintermittentfailure,malfunctionofsafetysystemsandalarms,misleadinginformationfromuncalibrated,undetectedtargetsduetoanunturnedradar,outofdateinformationonchartsandreference.,人为失误humanbeingerrors,人为失误可能是操作者所犯的错误：如舵工操错航向、引航员下达了错误的命令、值班驾驶员定位错误或在使用电子导航系统产生错误。,Forhumanerrors,itispossiblethatanoperatormayamistake.ThismightbetheQMwhosteeringthewrongcourse,thepilotwhogivesawrongorderortheOOWwhomakesanerrorwhenplottingtheshipspositionorwhosetsuptoelectronicnavigationsystemwrongly.,人为失误的种类kindsofhumanerrors,疏忽和失误基于法规的错误基于知识的错误文化制约违反安全惯例,SlipsandlapsesRule-basedmistakesKnowledge-basedmistakesCulturalconditioningViolationofsafepractices,疏忽和失误slipsandlapes,精神涣散和偏见正常可预见环境的变化压力和疲劳,DistractionandpreoccupationChangestonormalcircumstancesStressandfatigue,基于法规的错误rule-basedmistakes,没有考虑法规而草率决定没有注意到法规不适用错误应用简化法规由于信息不明确而犯错,MakingaquickdecisionwithoutconsiderationNotnoticingwhenaruledoesnotworkMisapplyingtoshortcutrulesMakingerrorsfromambiguousinformation,基于知识的错误knowledge-based,由于无知而犯错由于无知而自负有关原则的理解错误,RealweaknessduetoignoranceOverconfidenceduetoignoranceAmistakenunderstandingoftheprinciples,文化制约culturalconditioning,文化制约在船上的指挥结构中会造成问题它可以加强权威的认可，以致质询高级船员时因感到不自在而变得十分困难它的影响也包括可能对意图的误解和毫无疑问地服从,Culturalconditioningcancauseembarrassmentinthecommandstructurefoundonboardships.Someculturesreinforceanacceptanceofauthoritysothatitisverydifficulttoquestionseniorofficerswithout.Otherculturalinfluencesincludepossiblemisunderstandingsofintentionsandwillingnesstocomplywithoutquestion.,违反安全惯例violationofsafepractice,自满冷漠导致懒惰而不是遵守凭经验执行而不是出自意愿的遵守个体或班组的动机与行为问题,ComplacencyApathyleadingtolazinessratherthancomplianceExperimentationAdesiretopushlimitsratherthancomplyMotivationalandbehavioralproblemsindividually,切断失误链breakingtheerrorchains,认识失误链与相关的环节存在的可能性。辨清现有失误链与相关的环节。采取行动切断失误链并制定防止失误链的再次产生。虽然难以避免失误链的产生，但必须采用中断点来切断失误链。,Recognizingthepossibilityoftheerrorchainandrelevantlinkages.Identifyingofexistingerrorchainandrelevantlinkages.Takingactiontobreaktheerrorchainandmakingpropermeasuretopreventtheoccurrenceoferrorchainagain.,切断失误链breakingtheerrorchains,始终注意失误链是否存在。在事故发生前采取措施解决问题。切断失误链可避免事故的发生。,Examinationofwhetheranerrorchaininactionallthetime.Takingactiontoresolvetheevent/linkpriortoanaccident.Breakinganerrorchainwillcauseanaccidentnottohappen.,预防失误的产生Howtoavoiderror,提前做出计划，知道将要发生什么和怎么做。培养安全的做法和习惯，保证在正常操作中能使用安全的惯例，以留出时间和精力来解决难题。检查和监督其他人，同时也乐于接受他人的检查和监督。,Planaheadandknowwhattoexpectandtodo.Developsaferoutinesandhabitstoensuremostsafepracticesarecoveredundernormaloperations,whistleavingtimeandenergytosolvedifficultproblems.Checkandmonitorothersandexpectotherstocheckandmonitoryou.,第四章通信与沟通communications,重要意义importantsignification定义definition通信程序communicationprogress通信要素elementsofeffectivecommunication通信障碍communicationbarriers改进措施correctivemeasures通信方式waysofcommunications,重要意义ImportantSignification,海员具有多国籍性，他们工作在世界各地的船舶上，使用不同的民族语言。即使一船所有海员来自同一国家，但他们可能来自不同的地区或省份，使用不同的方言。,Multi-nationalitiesofseafarersonboardships.Theyareworkingonboardshipsatseaaroundtheworldandtheywillusevariouslanguagesofcountries.Evenifallthecrewarefromthesamecountry,theymightbefromthedifferentpartsorprovincesandtheyhavethevariousdialects.,定义definition,通信是指向他人清楚地传达一个人地意见和感受等。通信是一种发送和接受信息的方式，例如演讲、电子通讯、书信、视觉等。,Communicatestatesforconveyingonesideas,feelings,etc.,clearlyothers.Communicationisameansgivingandreceivinginformation,suchasspeech,telecommunications,correspondence,visual,etc.,通信程序CommunicationProcess,要求：请求向接收方发送一个消息，发送方收集和安排消息的内容。发送：有效传送信息。接收：接收方理解消息，如果不能完全理解，请求发送方澄清。反馈：必要时，确认收到消息并反馈给发送方。,Need:desiretosendamessagetoareceiver,sendercollectandarrangecontentofmessage.Send:themessageeffectivelybetransferred.Receive:receiverdigestmessages,requestclarificationifmessagenotfullyunderstood.Feedback:receiveracknowledgereceiptandfeedbackasnecessary.,通信要素ElementsofEffectiveCommunication,准确清晰标准词语/短语标准程序听力技巧反馈,AccuracyBrevityStandardvocabulary/phraseStandardproceduresListeningskillsfeedback,通信障碍communicationbarriers,物理障碍：噪声、工作负荷、精神涣散、设备的物理处所。人为障碍：语言、声音、肢体语言、词语选择、职位、背景、偏听、未组织的见解、压力、疲劳。,Physicalbarriers:noise,workload,distraction,andphysicallocationofequipment.Humanbarriers:language,voice,bodylanguage,choiceofwords,rank,background,wishfulhearing,unorganizedthought,stressandfatigue.,改进措施CorrectiveMeasures,根据实际采用物理方法减少噪音。通过资源管理避免精神不振。通过设计改善设备的物理处所。使用共同语言。通信技能培训。使用标准航海用语。增强文化意识。合理安排时间减少压力和疲劳。,Reducenoiseaspracticable.Resourcemanagementtoreducedistraction.Usecommonlanguage.Communicationskillstraining.Usestandardvocabulary.Enhanceculturalawareness.Timemanagementtoreducestressandfatigue.,通信方式WaysofCommunication,内部通信：驾驶台与机舱间，与报房间，与艏艉，与舵机间；船舶广播系统，船舶警报系统，其他船内通信系统。外部通信：与VTS，引航站，代理，船公司，船位报告系统等。,Internalcommunication:betweenbridgeandengine-room,radio-room,foreandaft.,andalarmingsystemandothercommunicationsystems.Externalcommunication:betweenshipandVTS,pilotstation,agency,company;shippositionreportsystem.,重要的船上沟通方式Importantshipboardcommunication,船上会议简要提示/总结报告值班命令船舶手册通函公告海报，符号和标签航海通告无线电天气警报信息船长/引航员信息交流,shipboardmeetingsbriefings/debriefingsstandingordersshipboardmanualsCircularsnoticeboardposters，signs,加强组员间的协作;,提高工作效率;,减少实施航行计划的偏差;,语言,文字,符号及身体语言等;,值班驾驶员间的沟通:交接班项目,船长与值班驾驶员间的沟通:常规命令和夜航命令,与引航员间的沟通:引航员卡,与机舱的沟通:驾驶台机舱联系制度,与首尾的沟通:航前会,Relievingofficersshallpersonallysatisfythemselvesregardingthe:1.standingordersandotherspecialinstructionsofthemasterrelatingtonavigationoftheship;2.position,course,speedanddraughtoftheship;3.prevailingandpredictedtides,currents,weather,visibilityandtheeffectofthesefactorsuponcourseandspeed;4.proceduresfortheuseofmainenginestomanoeuvrewhenthemainenginesareonbridgecontrol;and5.navigationalsituation,includingbutnotlimitedto:5.1theoperationalconditionofallnavigationalandsafetyequipmentbeingusedorlikelytobeusedduringthewatch,5.2theerrorsofgyroandmagneticcompasses,5.3thepresenceandmovementofshipsinsightorknowntobeinthevicinity,5.4theconditionsandhazardslikelytobeencounteredduringthewatch,and5.5thepossibleeffectsofheel,trim,waterdensityandsquatonunderkeelclearance.,值班驾驶员交接班项目,常规命令和夜航命令,1.MastersstandingordersShipboardoperationalproceduresmanualssupportedbystandinginstructionsbaseduponthe,companysnavigationpo1icyshou1dformthebasisofcommandandcontrolonboard.Mastersstandingordersshouldbewrittentorefl