驾驶台资源管理讲稿.ppt

1、B R M,Bridge Resource Management,Dalian Maritime University,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(Bridge Team Work),STCW Code Part B,驾驶台资源的概念,培训目的,驾驶台班组工作(Bridge Team Work),A Masters View on BTM It wa

2、s the third mate leaning on the telegraphy. That was the first impetus for me to try to create a team on the bridge. Our main radar had failed, and we were down to one radar which wouldnt allow us to plot on the screen. Thick fog had settled in on the Japanese coast. The chief mate and I were tremen

3、dously busy plotting traffic on plotting sheets, dodging other vessels, and maintaining a navigation track. At one point I looked up from the radar screen and saw the third mate leaning against the telegraphy. And just what are you contributing to this process? I asked the mate. Well Captain, you tw

4、o are doing such a fine job I just didnt want to interfere, he replied.,A Masters View on BTM It was at this point that I decided to do something to make sure that all personnel on the bridge would be involved, and would contribute something to assist me in conning the ship. Many of us have some nos

5、talgia for that era, but a regular routine of checks and upgrading of competence will mean safer seaways for all of us. In these days of reduced manning, we cant afford to have any officer leaning against a telegraph any longer.,A Masters View on BTM To day, (after setting up bridge team management

6、training) you wont find any third mates in the fleet loitering during heavy traffic situations. Everyone on the bridge is contributing: assisting with collision avoidance, navigation or communications. The “bridge team” concept is now firmly in place. In recent years I have pleased to see that progr

7、ams like ours have been developed by other companies worldwide into the increasingly accepted concept of Bridge Resource Management.,STCW Code Part B,Bridge resource management 4 Companies should issue guidance on proper bridge procedures, and promote the use of checklists appropriate to each ship t

8、aking into account national and international guidance. 5 Companies should also issue guidance to masters and officers in charge of the navigational watch on each ship concerning the need for continuously reassessing how bridge-watch resources are being allocated and used, based on bridge resource m

9、anage-ment principles such as the following:(Omitted),.1 a sufficient number of qualified individuals should be on watch to ensure all duties can be performed effectively; .2 all members of the navigational watch should be appropriately qualified and fit to perform their duties efficiently and effec

10、tively or the officer in charge of the navigational watch should take into account any limitation in qualifications or fitness of the individuals available when making navigational and operational decisions; .3 duties should be clearly and unambiguously assigned to specific individuals, who should c

11、onfirm that they understand their responsibilities; .4 tasks should be performed according to a clear order of priority; .5 no member of the navigational watch should be assigned more duties or more difficult tasks than can be performed effectively;,.6 individuals should be assigned at all times to

12、locations at which they can most efficiently and effectively perform their duties, and individuals should be reassigned to other locations as circumstances may require; .7 members of the navigational watch should not be assigned to different duties, tasks or locations until the officer in charge of

13、the navigational watch is certain that the adjustment can be accomplished efficiently and effectively; .8 instruments and equipment considered necessary for effective performance of duties should be readily available to appropriate members of the navigational watch; .9 communications among members o

14、f the navigational watch should be clear, immediate, reliable, and relevant to the business at hand;,.10 non-essential activity and distractions should be avoided, suppressed or removed; .11 all bridge equipment should be operating properly and if not, the officer in charge of the navigational watch

15、 should take into account any malfunction which may exist in making operational decisions; .12 all essential information should be collected, processed and interpreted, and made conveniently available to those who require it for the performance of their duties; .13 non-essential materials should not

16、 be placed on the bridge or any work surface; and .14 members of the navigational watch should at all times be prepared to respond efficiently and effectively to changes in circumstances.,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,Something that can be used for support or help:,The total means available t

17、o a company for increasing production or profit, including plant, labor, and raw material; 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,

18、第一章 工作态度与管理技能Chapter 1 attitude and Management Skills,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。,What is an attitude? The way you look upon the world around you.It is a way of thinking about somebody or something. Your behavior towards somebody or something depends on your attitudes

19、.,积极与消极 Positive and negative,危险与安全 Danger and safety,行为规律 Behavior rule,需求层次理论 Theory of requirement,激励理论 Theory of motivation,积极 positive,消极 negative,这个工作很重要. It is an important work,我必须完成这个工作吗? Should I complete this work?,这是我的本职工作. It is my duty.,其他人也应对此负责. Others should be responsible.,应该做得更好.

20、Do it better,这样已经不错了. I think it is better,再试一下. Try again.,已经没办法了. I have not a good idea.,安全,危险,Why take chance?,I can do it.,It could happen to me.,It wont happen to me.,Dont tell me what to do.,Follow the rules.,Its about time we changed.,Weve always done it that way.,定义: 行为是行动的一种方式, 它是指一个人的所做作为

21、. Definition:behavior is a way of action and an active of doing.,促进行为的三个条件: Three conditions of prompting behavior,行为的基本模型 the basic model of behavior,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physiological need: 饮食, 居住, 穿着等生理活动的需要;,2.安全需要security need: 对危险, 威胁与抢夺的防护;,3.社交需要soci

22、al need: 与别人交往, 归属群体, 友谊给予与取得;,4.尊重需要esteem need: 自尊, 别人的尊敬和自负或地位需求;,5.自我实现需要self-fulfilled need: 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Hierarchy of human needs,激励模式motivation models,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。,Three models T

23、raditional model：To motive workers to perform their jobs successfully, manager have at their disposal a system of wage incentives. Human relation model：Manager treats workers with consideration and are attentive to their needs. Human resource model:Manager can give workers far more responsibility fo

24、r making decisions and carrying out their tasks.,管理的定义definition of management,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。,Management is the art of getting things done through people,and is the process of planning ,organizing members and the use of other organizational resource

25、s in order to achieve stated organizational goals.,管 理 技 能,管 理 技 能,领导 leadership,任务分析 mission analysis,适应性和灵活性 adaptability and flexibility,感知外界环境situational awareness,决策decision making,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。,Directing and guidin

26、g the activities of other team members,stimulating personnel to work together as a team,and providing feedback to team regarding their performance.,管 理 技 能,任务分析 mission analysis,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。,Making long-term and contingency plans,and organizing,allocating and monitoring team r

27、esources.Assessing and controlling safety risks.,管 理 技 能,适应性和灵活性 adaptability and flexibility,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,Altering a course of action to meet changing situational demands,maintaining constructive behavior under pressure, and working effectively with other team membe

28、rs.,管 理 技 能,感知外界环境situational awareness,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。,Knowing at all times what is happening to the team and the mission.Recognizing and trapping errors. Situational awareness-i.e., knowing what is going on around the ship-help

29、s the OOW recognize that an error chain is developing and taking such action, based upon this awareness, to break the error chain.,管 理 技 能,决策decision making,基于可获得的信息做出逻辑和合理的判断。,Applying logical and sound judgment based on available information.,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

30、。,Clearly and accurately, sending and acknowledging information,instructions ,and commands,and providing useful feedback.,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。,Actively participating,stating, and maintaining a position until convinced by the facts (not the auth

31、ority or personality of another)that your position is wrong .Taking actions when necessary.,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,Port authorities,bridge,pilot,customs,VTS,PSC,

32、General public,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,Family social and financial background,第二章 人文意识 culture awareness,文化背景的分类,Small Power Distance,Large Power Distance,Group,Individual,Feminine,Masculine,Low Uncertainty Avoidance,High Uncertainty Avoidance,Short Term,Long Term,第二章 人文意识,文化背景的分类,Small

33、Power Distance,Large Power Distance,Group,Individual,Feminine,Masculine,Low Uncertainty Avoidance,High Uncertainty Avoidance,Short Term,Long Term,第二章 人文意识,文化背景的影响,对指示和说明产生误解 Order or instructions misunderstood;,未接收信息和资料 Messages and information not received；,缺乏忠实和尊重 Lack of loyalty and respect;,缺乏团队

34、意识 Lack of team work;,缺少社会联系 Lack of social interaction.,第三章 人为失误与事故 Human Error and Accidents,失误的种类,内部失误internal errors,外部失误 external errors,厌倦与疏忽 boredom-inattention,非常规事件 edge of routine,疲劳 fatigue,知识缺乏 lack of knowledge,过于自信overconfidence,技术原因 technical,信息原因 information,气象条件 weather,失误链 Error Ch

35、ain,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。 Maritime incidents or disasters are very seldom the result of a single event, they are almost always the result of a series of non-serious incidents; the culmination of an error chain is a series o

36、f chain of events,which leads to an accident.,error chain,失误链形成的征兆 sign for indicating the formation of an error chain,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,Improper conn or lookout,Feeling of inadequacy or confusion,Communication breaking down,distraction,ambiguity,Departure f

37、rom passage plan,Violation of established rules or procedures,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。,When 2 or more independent sources of information appears to disagree,e.g.;2 independent and separate position fixing

38、 systems do not agree; the echo-sounder reading does not agree with the charted depth; 2 team members do not agree upon a point action. Ambiguity itself may not be dangerous, but it means that there is difference and the cause of this difference needs to be verified. Ambiguity may be a result of ine

39、xperience or lack of training.,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。,This can be by excessive workload,stress or fatigue,emergency situations,simple inattention,inexperience,or an unexpected, though not threatening event, such

40、 as VHF call,which can occupy the full attention of a person to the exclusion of other more urgent.,感知不全面或混乱 Feeling of inadequacy or confusion,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。,A feeling of loss of control of the situation such that person concerned does not know what is expected to happen n

41、ext. Frequently the result of lack of experience.,通信中断 Communication breaking down,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。,Internal communications may be confused by physical causes such as noise,etc. or be caused by lack of common languages of differing procedural methods.

42、External communications breakdown may also be a non-common language or plain misunderstanding.,指挥或瞭望不当 Improper conn or lookout,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。,Improper conn or poor lookout maybe a result of lack of situational awareness as well as an indication of its breakdown.,偏离计划航线 Departure from

43、passage plan,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。,Departure from the passage plan may be a result improper conning or improper monitoring of the progress of the ship.,违反已建立的规则或程序Violation of established rules or procedures,无正当理由背离明确规定的标准操作程序。,Departure from clearly defined standard operating procedures withou

44、t justification.,失误原因 cause of error,失误的产生因素很多，包括技术和人为因素。 There are many combinations and ways in which errors can occur,both technical and human.,技术性失误 technical errors,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。,There are 3 technical systems of a ship involve movement,and where a fau

45、lt or failure if not detected,could lead to an uncontrolled situation,are engine system,steering system and navigational system.,技术性失误 technical errors,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。,Total or intermittent failure ,malfunction of safety systems and al

46、arms,misleading information from uncalibrated,undetected targets due to an unturned radar, out of date information on charts and reference.,人为失误 human being errors,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。,For human errors, it is possible that an operator may a mistake. This might

47、 be the QM who steering the wrong course,the pilot who gives a wrong order or the OOW who makes an error when plotting the ships position or who sets up to electronic navigation system wrongly.,人为失误的种类kinds of human errors,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,Slips and lapses Rule-based mistakes Knowle

48、dge-based mistakes Cultural conditioning Violation of safe practices,疏忽和失误 slips and lapes,精神涣散和偏见 正常可预见环境的变化 压力和疲劳,Distraction and preoccupation Changes to normal circumstances Stress and fatigue,基于法规的错误 rule-based mistakes,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,Making a quick decision without

49、consideration Not noticing when a rule does not work Misapplying to shortcut rules Making errors from ambiguous information,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,Real weakness due to ignorance Over confidence due to ignorance A mistaken understanding of the principles,文化制约 cultural condi

50、tioning,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,Cultural conditioning can cause embarrassment in the command structure found on board ships. Some cultures reinforce an acceptance of authority so that it is very difficult to question senior officers without. Other

51、 cultural influences include possible misunderstandings of intentions and willingness to comply without question.,违反安全惯例 violation of safe practice,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,Complacency Apathy leading to laziness rather than compliance Experimentation A desire to push limits rath

52、er than comply Motivational and behavioral problems individually,切断失误链 breaking the error chains,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。,Recognizing the possibility of the error chain and relevant linkages. Identifying of existing error chain and releva

53、nt linkages. Taking action to break the error chain and making proper measure to prevent the occurrence of error chain again.,切断失误链 breaking the error chains,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。,Examination of whether an error chain in action all the time. Taking action to resolve the event/l

54、ink prior to an accident. Breaking an error chain will cause an accident not to happen.,预防失误的产生 How to avoid error,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。,Plan ahead and know what to expect and to do. Develop safe routines and habits to ensure most s

55、afe practices are covered under normal operations,whist leaving time and energy to solve difficult problems. Check and monitor others and expect others to check and monitor you.,第四章 通信与沟通 communications,重要意义important signification 定义 definition 通信程序communication progress 通信要素elements of effective co

56、mmunication 通信障碍 communication barriers 改进措施 corrective measures 通信方式 ways of communications,重要意义 Important Signification,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-nationalities of seafarers on board ships.They are working on board ships at sea around the world

57、and they will use various languages of countries. Even if all the crew are from the same country,they might be from the different parts or provinces and they have the various dialects.,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。,Communicate states for conveying ones ideas,

58、 feelings, etc., clearly others. Communication is a means giving and receiving information, such as speech, telecommunications, correspondence, visual, etc.,通信程序 Communication Process,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: desire to send a

59、message to a receiver, sender collect and arrange content of message. Send: the message effectively be transferred. Receive:receiver digest messages, request clarification if message not fully understood. Feedback: receiver acknowledge receipt and feedback as necessary.,通信要素 Elements of Effective Communication,准确 清晰 标准词语/短语 标准程序 听力技巧 反馈,Accuracy Brevity Standard vocabulary/phrase Standard procedures Listening skills feedback,通信障碍 communication barriers,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。,Physical barriers: noise, workloa