SSBT w BRM DAY 3 Rev 000.ppt

SHIP SIMULATOR & BRIDGE
TEAMWORK WITH BRM
IMO MODEL COURSE 1.22

RESPONSE TO ERRORS
Type 1 – Prevent
Type 2 – minimize the probability
Type 3 – train to recognize, avoid,
 minimize the consequences

MEANS AND METHODS OF
BREAKING THE ERROR CHAIN
Make use of the voyage planning and navigational systems which
allows continuous monitoring and detection of deviation from track
when in coastal waters.

STRESS MANAGEMENT
The joint IMO/ILO working group examining
the subject concluded: ‘Fatigue can be
induced by prolonged periods of mental and
physical activity, inadequate rest, adverse
environmental factors and physiological
stress or other psychological factors.’

TYPICAL GUIDANCE MIGHT BE GIVEN AS FOLLOWS:
The officer required to take the first navigational
watch after sailing must have adequate rest prior
to sailing.
 When it is possible to vary watch times
during passage.

TYPICAL GUIDANCE MIGHT BE GIVEN AS FOLLOWS:
A change of programmed may be used, in suitable
circumstances, to ensure key officers have
sufficient rest.

CULTURAL AWARENESS
EMERGENCY SITUATION PREPAREDNESS

2. CULTURALAWARENESS
BY THE END OF THIS
LESSON YOU WILL BE ABLE
TO:
•Explain the need for cultural
awareness
•Explain five ways of
classifying national culture
•Explain what you can do –
the cultural wheel

CULTURALAWARENESS
Communication is
difficult even
without culture.

THE MASTER OR CHIEF ENGINEER IS IN THE
MIDDLE AND NEEDS TO COMMUNICATE WITH
MANY DIFFERENT PEOPLE IN THE
ORGANIZATION.

CULTURAL GAP OR CULTURAL DIFFERENCES
OFTEN TIMES CONTRIBUTE TO
MISUNDERSTANDING ONBOARD AND THERE IS
A NEED TO KNOW OTHERS PEOPLE CULTURE.

FACTORS OF CULTURE:
Region
Spoken language
Body language
Job
Education
Travel
Age & sex
Social class
Personality
Other factors

NOTE
Individuals in different cultures
can have more in common than
individuals in the same culture.
Asians can be westernized;
Americans can be quite. So
keep an open mind and don’t
stereotype people, they’ll
probably surprise you.

5 WAYS OF CLASSIFYING CULTURE
Group or Individual
Power Distance
Uncertainty
Avoidance
Masculine or
Feminine
Short or Long Term
Planning

1. GROUP/INDIVIDUAL
GROUP
•Maintain harmony,
avoid confrontation
•Mistakes mean loss
of face for the
individual and the
group

1. GROUP/INDIVIDUAL
INDIVIDUAL
•Speak out and be
honest
•Mistakes mean guilt
and loss of self
respect

2. POWER DISTANCE
Small Power
Distance
•It is accepted that
everyone is equal
•Expect to be
consulted
Large Power
Distance
•Expect to be told
what to do
•It is accepted
that not
everyone is
equal

3. UNCERTAINTYAVOIDANCE
Low Uncertainty
Avoidance
•Precision and
being on time must
be learned
•Accepts change
•Accepts different
and new ideas and
behavior
High Uncertainty
Avoidance
•Precision and
being on time are
normal
•Resists change
•Rejects different
and new ideas and
behavior

4. FEMININE/MASCULINE
Feminine Oriented
Society
•People are supposed to
be modest
•Emphasis on equality,
solidarity and quality of
life

4.FEMININE/MASCULINE
Masculine Oriented
Society
•People are supposed
to be forceful,
ambitious and tough
•Emphasis on heroism,
competition and
performance

CULTURAL WHEEL
Respect
Understanding
Name
Consistent
Procedures
Explain
Interpreter
Learn

INCREASE CULTURALAWARENESS ON
BOARDSHIP
Respect other people’s culture without
respect good communication will not
even start
Learn what motivates people as individuals
and as members of their culture. They
have reasons for their behavior.

BOARDSHIP
Interpreter - You may need a cultural
interpreter. Somebody familiar with the culture
who can act as a link between two cultures.
Explain your actions and give clear messages
in simple language. Check understanding.

BOARDSHIP
Procedures - check understanding. Use written
checklist as it can reduce misunderstandings.
Consistent – keep a consistent approach to
attitude. Cultural communication is two-way. If a
receiver can understand your culture this can
bring you both closer to each other

BOARDSHIP
Name - use a person’s name. This helps
communication in most, if not all cultures.
Understanding - work at increasing your
understanding of culture.

THE DON‘TS ABOUT CULTURALAWARENESS
Don’t stereotype people - individual
variation is very wide
Don’t assume people have your values
Don’t offend people - there are cultural,
religious and body language rules that
will offend certain cultures

EMERGENCY PROCEDURE DEVELOPMENT
We define emergency in BRM as a life threatening situation
where immediate attention is needed. Leadership is the ability for oneself
to take full control of the situation and to make the necessary decisions
appropriate in an emergency. The master will of course always be in
charge of the vessel.

THE EXPECTED RESPONSE OF THE
BRIDGE TEAM DURING EMERGENCY
THE MASTER SHALL:
Demonstrate the ability to move an
emergency from the unanticipated, fast
reaction type toward the anticipated, slow
reaction type.

THE EXPECTED RESPONSE OF THE
BRIDGE TEAM DURING EMERGENCY
Take the leadership in solving a problem by
using all available resources. The master
should resist the temptation to step in and
do it all by himself.

THE EXPECTED RESPONSE OF THE BRIDGE TEAM
DURING EMERGENCY
THE MASTER SHALL:
 Demonstrate the ability to identify
situations where he/she should be in
physical control of the ship compared to
those where he/she should delegate control
to a bridge team member.

THE EXPECTED RESPONSE OF THE BRIDGE TEAM
DURING EMERGENCY
 With a pilot on board delegate certain tasks to the pilot in an
orderly manner.

THE PILOT SHALL:
 Demonstrate the ability to move an
emergency from the unanticipated, fast
reaction type toward the anticipated, slow
reaction type.
 Take the leadership in solving a problem by
using all available resources. Resist the
temptation to step in and do everything
himself.

THE PILOT SHALL:
 Demonstrate the ability to identify situations
where he/she should be in physical control of
the ship compared to those where he/she
should delegate control to a bridge team
member.

THE BRIDGE TEAM MEMBER SHALL:
 As far as that primary duty permits participated
in the problem solution.
 If the master does not or cannot take the
leadership, take action to start the process, but
do it diplomatically.

THE BRIDGE TEAM MEMBER SHALL:
Allow the master to resume control of the
situation when he/she is able or the emergency
is over.
Closely monitor the management functions being
used and replace those found to be missing.

KEY CONSIDERATIONS MUST BE:
Appropriate remedial action taken and
verified as soon as possible.
Notification of all those who need to know of the
failure.
The external signs and signals and action
required.

KEY CONSIDERATIONS MUST BE:
Essential checks to be carried out prior to
changeover.
Sequences to be followed if a remote control
station has to be used.
Checks to be carried out on completion.

1. MAIN ENGINE OR STEERING FAILURE
Action to be carried out:
Inform master
Prepare for anchoring if in shallow water
Exhibit “not under command” shape / lights

Commence sound signaling
Broadcast URGENCY message to ships
in the vicinity, if possible
In case of Steering Failure:
Inform engine room
Engage emergency steering
Take way off the ship prepare engines
for maneuvering

2. COLLISION
Sound the general emergency alarm
Maneuver the ship so as to minimize effects of
collision

 Close watertight doors and automatic fire
doors
 Switch on deck lighting at night
 Switch VHF to channel 16 and if possible
to channel 13
 Muster Passengers, if carried at
emergency stations

2. COLLISION
 Make ships position
available to radio
room / GMDSS
station, satellite
terminal and other
automatic distress
transmitters and
update as necessary

Sound bilges and tanks after collision
 Check for fire / damage
 Broadcast Distress Alert and Message if the
ship is in grave and imminent danger and
immediate assistance is required. Otherwise
broadcast an Urgency message to ships in the
vicinity

3. STRANDING OR GROUNDING
 Stop engines
 Sound general
emergency alarm
 Close watertight doors,
if fitted

 Maintain a VHF watch on channel 16 and if
appropriate on channel 13
 Exhibit lights / shapes and make any
appropriate sounds signals
 Switch on deck lighting at night
 Check hull for damage
 Sound bilges and tanks
 Visually inspect compartments, where
possible

3. STRANDING OR GROUNDING
Sound around ship
 Determine the nature of the seabed
 Obtain information on local currents and tides,
particularly details of the rise and fall of the tide

 Reduce the draught of the ship
 Make ships position available to radio room /
GMDSS station satellite terminal and other
automatic distress transmitters and update as
necessary
 Broadcast Distress Alert and Message if the
ship is in grave and imminent danger and
immediate assistance is required, otherwise
broadcast an Urgency message to ships in the
vicinity.

4. MAN OVERBOARD
- Release lifebuoy with light and smoke signal on
the side the crew member has fallen overboard

 Take immediate avoiding action so as not to
run over the man overboard
 Sound three prolonged blasts of the ship’s
whistle and repeat as necessary
 Post a lookout with binoculars and
instructions to maintain a continuous watch
on the man overboard

 Hoist signal flag “O”
 Commence a recovery maneuver, such as Williamson turn
 Engage hand steering, if helmsman available.

SSBT WITH BRM
Simulation Exercises

SSBT w BRM DAY 3 Rev 000.ppt

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