Page 65 - CHIRP annual digest 2016.pdf

CHIRPAnnual Digest 2016

APPENDIX II: The Human Element and the ‘Deadly Dozen’

THE DEADLY DOZEN

TEAMWORK FATIGUE COMPLACENCY
How Well Do You REALLY Just Tired OR Dangerously Fatigued? Is Everything REALLY OK?
Work Together? ● DON’T accept it – it’s a killer ● Never assume all is OK
● Ensure shared mental model ● Leads to accidents and ill health ● Follow procedures – they work!
● Beware “group think” ● Ever present danger at sea ● Use checklists
● Encourage challenge ● Learn about cause, effect and prevention ● Seek input from others
● You can be in more than one team at a time ● Recognise it, report it, manage it – effectively! ● Early action avoids later difficulties
● Check your situation – CONSTANTLY

LOCAL PRACTICES

Efciency OR Dangerous Shortcut? CULTURE
● Don’t cut corners Do You REALLY have good
● Follow procedures – they are there for a safety culture?
reason!
● Beware local norms becoming the “new ● Applies to individuals and whole
standard” teams/organisations
● Poor or inadequate procedures? – report ● Does everyone really care about safety?
them ? ● Do you have a Just Culture?
● Be alert to Efficiency-Thoroughness ● Do you strive for continual improvement?
Trade Off

CAPABILITY
FIT FOR DUTY Is Your Team REALLY Capable?

Are you REALLY fit to work? ● Check training and qualifications and
experience
● Avoid alcohol and drugs – they are major ● Regularly assess capability
killers ● Provide on-board training, mentoring,
● Illness can impair judgement and thinking coaching
● Injuries can be distracting ● Ensure any capability gap is addressed

DISTRACTIONS SITUATIONAL

Multi-Tasking OR Dangerously AWARENESS
Distracted?
● It happens very easily Do You REALLY Know What’s
● Personal as well as job distractions Happening?
● Use checklists and “Red Zone” techniques ● The big picture AND fine detail
● If distracted – go back 2 steps ● Constantly update your awareness
● Be assertive – insist on calling back when ● Actively seek input from others
convenient ● Never assume another’s intentions
● WHIM – ask: “What Have I Missed”?

ALERTING
Do You REALLY Speak Up When COMMUNICATION PRESSURE
You Should? Do You Really Understand Everyone? Just Busy OR Dangerously
● Vital skill – use it effectively – encourage it ● Message understood? DON’T assume – Check Overloaded?
● Be positive and constructive – propose ● Use closed loop communications ● Good pressure can improve performance
solutions ● Words are only 30% of communications ● Too much leads to stress – always bad
● Some may find it difficult to do ● Remember effect of tone and body language ● Don’t let pressure lead to taking short cuts
● It’s not a threat – it’s teamwork ● Different cultures may interpret things differently ● Ensure adequate resources – people, time,
● Be assertive – it can save lives! ● Watch out for accidently causing offence tools

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