HUMAN FACTORS CANADIANCOASTGUARDAUXILIARY PACIFIC Why Human Factors Since

  • Slides: 117
Download presentation
HUMAN FACTORS CANADIANCOASTGUARDAUXILIARY- -PACIFIC

HUMAN FACTORS CANADIANCOASTGUARDAUXILIARY- -PACIFIC

Why Human Factors? • Since search and rescue units often have to perform their

Why Human Factors? • Since search and rescue units often have to perform their duties in adverse conditions, mishaps or errors are bound to happen. • These errors can sometimes have disastrous consequences. • Technical errors have been shown to be involved in less than 25% of accidents. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Human Error • In search and rescue terms this is when the wrong action

Human Error • In search and rescue terms this is when the wrong action or bad decision is not discovered and is uncorrected. • Inaction and indecision can also become human errors. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Profile of a Good SAR Team CANADIAN COAST GUARD AUXILIARY - PACIFIC

Profile of a Good SAR Team CANADIAN COAST GUARD AUXILIARY - PACIFIC

Profile of a Good SAR Team Individuals that are good at teamwork: 1. Communicate

Profile of a Good SAR Team Individuals that are good at teamwork: 1. Communicate clearly and precisely 2. Accept challenges and know how to respond to them 3. Use appropriate short term strategies 4. Have the right balance between authority and assertiveness 5. Know how to control their workload CANADIAN COAST GUARD AUXILIARY - PACIFIC

Profile of a Good SAR Team 6. Manage to find a balance between performance

Profile of a Good SAR Team 6. Manage to find a balance between performance and people orientated styles 7. Can maintain an adequate level of alertness 8. Have sound judgement and, usually, good decision-making skills CANADIAN COAST GUARD AUXILIARY - PACIFIC

Communication CANADIAN COAST GUARD AUXILIARY - PACIFIC

Communication CANADIAN COAST GUARD AUXILIARY - PACIFIC

Communication • This is a key factor, since misunderstandings are so common. • What

Communication • This is a key factor, since misunderstandings are so common. • What may be a clear message transmitted by the one end, is not what is heard by the receivers. • Sometimes what is heard, is not what was said. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Communication • Communication has to be “open” in that everyone’s opinions are welcome. •

Communication • Communication has to be “open” in that everyone’s opinions are welcome. • They also need to be “interactive” which means everyone is participating in the communication process. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Communication • The next step is “closed loop communication”. 1. The sender sends the

Communication • The next step is “closed loop communication”. 1. The sender sends the message. 2. The recipient acknowledges by repeating all the important information. 3. Finally the sender confirms the accuracy of what the recipient said. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Briefing CANADIAN COAST GUARD AUXILIARY - PACIFIC

Briefing CANADIAN COAST GUARD AUXILIARY - PACIFIC

Briefing • Briefings can minimize the risk of confusion and should be used when

Briefing • Briefings can minimize the risk of confusion and should be used when planning anything requiring active participation by another member of the team • The rules for briefing are: 1. Make the time 2. Be open and friendly 3. Anyone can conduct the briefing 4. The briefing must be interactive CANADIAN COAST GUARD AUXILIARY - PACIFIC

Briefing 5. Define responsibilities 6. Use closed loop communications 7. Keep focused 8. Ensure

Briefing 5. Define responsibilities 6. Use closed loop communications 7. Keep focused 8. Ensure that no question remains unanswered CANADIAN COAST GUARD AUXILIARY - PACIFIC

De-briefing CANADIAN COAST GUARD AUXILIARY - PACIFIC

De-briefing CANADIAN COAST GUARD AUXILIARY - PACIFIC

Debriefings • A debriefing should conducted as soon after a mission as possible 1.

Debriefings • A debriefing should conducted as soon after a mission as possible 1. The coxswain should conduct the debriefing and should indicate his mistakes first 2. Everybody should remain objective 3. Evaluate positive and negative aspects of your performance 4. Try to learn from your mistakes CANADIAN COAST GUARD AUXILIARY - PACIFIC

Debriefings 5. Avoid finger-pointing. Talk about team performance 6. Keep the briefing interesting 7.

Debriefings 5. Avoid finger-pointing. Talk about team performance 6. Keep the briefing interesting 7. Prepare plans for the next time you encounter a situation like this one 8. Keep a cordial, informal atmosphere CANADIAN COAST GUARD AUXILIARY - PACIFIC

Challenge and Response CANADIAN COAST GUARD AUXILIARY - PACIFIC

Challenge and Response CANADIAN COAST GUARD AUXILIARY - PACIFIC

Challenge and Response • People who challenge can be seen as a problem in

Challenge and Response • People who challenge can be seen as a problem in a team. • However some challenges can be useful, and it has been shown that a lack of challenges is involved in more than 30% of marine accidents. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Steps in a Challenge • Challenging a concept usually involves the following steps: 1.

Steps in a Challenge • Challenging a concept usually involves the following steps: 1. A concept is stated and limits are set 2. The situation progresses and moves outside the limits that were set 3. A challenge is issued 4. A proper response is formulated CANADIAN COAST GUARD AUXILIARY - PACIFIC

Example of a Challenge Coxswain: “We will turn to port at the fourth red

Example of a Challenge Coxswain: “We will turn to port at the fourth red buoy. ” Crew “Port at the fourth red buoy. ” Coxswain “ That’s right!” Coxswain “OK - let’s turn to port now. ” Crew “But … don’t we have to another buoy to pass before we turn? !” Coxswain “Oops, you’re right. One more buoy. ” CANADIAN COAST GUARD AUXILIARY - PACIFIC

Example of a Challenge Another example of where a challenge would be if your

Example of a Challenge Another example of where a challenge would be if your depth sounder showed 2 metres and the plotter showed 20 metres. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Taking Advantage of Challenges • Challenges should be allowed and welcomed in a team.

Taking Advantage of Challenges • Challenges should be allowed and welcomed in a team. • Always challenge when you feel you are moving outside the original concept. • Be diplomatic when you formulate a challenge. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Answering Challenges • Always check the validity of the challenge. Use a third source

Answering Challenges • Always check the validity of the challenge. Use a third source of information if necessary. • Be cautious, especially in emergency situations. The challenge may be valid. • Be diplomatic when you formulate a response to a challenge. Never laugh at or belittle or get angry with someone who has issued an invalid challenge - if you do so, the person may no longer challenge when you need it. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Obstacles to Challenges The challenger: • is a quiet person or lacks confidence •

Obstacles to Challenges The challenger: • is a quiet person or lacks confidence • is not assertive. • puts the coxswain on a pedestal • does not understand something. • does not like responsibilities. • is involved with interpersonal conflicts. • has had bad experiences with inappropriate responses to previous challenges. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Obstacles to Challenges The receiver: • feels that their authority is threatened by challenges.

Obstacles to Challenges The receiver: • feels that their authority is threatened by challenges. • lacks confidence. • responds emotionally • has poor communication skills. • has poor management skills. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Short Term Strategies CANADIAN COAST GUARD AUXILIARY - PACIFIC

Short Term Strategies CANADIAN COAST GUARD AUXILIARY - PACIFIC

Short Term Strategies • Short term strategies are defined as plans that are developed

Short Term Strategies • Short term strategies are defined as plans that are developed to solve a particular problem, • They should be used where time permits to solve any problem that is not covered by standard operating procedures. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Short Term Strategies • They require: 1. Identify the problem. 2. Develop plans to

Short Term Strategies • They require: 1. Identify the problem. 2. Develop plans to deal with the problem. 3. Check the plans with the team in a briefing. 4. Explain the plan and get commitment. 5. Monitor the correct use of the plan. 6. Modify the plan if the conditions change or further information becomes available. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness • The right level of authority needs to be found for

Authority and Assertiveness • The right level of authority needs to be found for each team. • To much authority can be a too little. • There two kinds of authority 1. Formal authority - coxswain or captain’ s authority 2. Personal authority - is that which makes people to listen to one’s suggestions wisdom, professionalism, integrity, honesty and diplomacy CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness • Using formal authority to command attention should be avoided •

Authority and Assertiveness • Using formal authority to command attention should be avoided • Assertiveness - someone who is assertive is able to voice their concerns. Too much or too little assertiveness can be bad. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness 1 Situation: Coxswain with strong authority and crew with weak assertiveness.

Authority and Assertiveness 1 Situation: Coxswain with strong authority and crew with weak assertiveness. • The strong authority of the coxswain will intimidate the crew. • This is a one person team. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness 1 Coxswain: “Let’s go this way and take a shortcut” Crew

Authority and Assertiveness 1 Coxswain: “Let’s go this way and take a shortcut” Crew “”But…” to express concern regarding shallow depth in this area. Coxswain: “I said we are going this way. What’s your problem? ” Crew: “Nothing … sorry. ” CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness 2 Situation: Coxswain with weak authority and crew with strong assertiveness.

Authority and Assertiveness 2 Situation: Coxswain with weak authority and crew with strong assertiveness. • This is probably the least dangerous of the four situations where the strong assertiveness of the crew compensates for the coxswain’s lack of authority. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness 2 Coxswain: “You are leaving the channel if you go this

Authority and Assertiveness 2 Coxswain: “You are leaving the channel if you go this way. ” Crew “It doesn’t matter…. The water is deep enough. ” Coxswain: “But … I would prefer if we could remain in the channel…” Crew: “I said it’s deep enough. It’s not the first time I’ve been this way. ” Coxswain: “OK, if you are so sure…” CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness 3 Situation: Coxswain with strong authority and crew with strong assertiveness.

Authority and Assertiveness 3 Situation: Coxswain with strong authority and crew with strong assertiveness. • This can cause serious conflicts amongst the team. • The coxswain and crew will argue constantly. • The coxswain may have to use his formal authority to end the altercation. • This situation is dangerous and stressful. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness 3 Coxswain: “You are leaving the channel if you go this

Authority and Assertiveness 3 Coxswain: “You are leaving the channel if you go this way. ” Crew “It doesn’t matter. The water is deep enough. ” Coxswain: “I don’t want you to leave the channel is that clear? ” Crew: “Read my lips: IT IS DEEP ENOUGH FOR US TO GO IN THERE. ” Coxswain: “I am in command here, so do as I say. ” CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness 4 Situation: Coxswain with weak authority and crew with weak assertiveness.

Authority and Assertiveness 4 Situation: Coxswain with weak authority and crew with weak assertiveness. • This is the probably the most dangerous situation, as no one is willing to take the necessary decisions or actions. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness Coxswain: “I’m not sure, but I think we just left the

Authority and Assertiveness Coxswain: “I’m not sure, but I think we just left the channel. ” Crew “Should I slow down? ” Coxswain: “I don’t know… Wait… I can’t find our position…” Crew: “You got it? ” Coxswain: “Not yet. . Let’s wait a bit. . We should see something that will help us. ” Crew: “OK, …” CANADIAN COAST GUARD AUXILIARY - PACIFIC

CRUNCH! The boat runs up on a submerged rock and is damaged CANADIAN COAST

CRUNCH! The boat runs up on a submerged rock and is damaged CANADIAN COAST GUARD AUXILIARY - PACIFIC

Authority and Assertiveness • None of the 4 situations are ideal, so be vigilant

Authority and Assertiveness • None of the 4 situations are ideal, so be vigilant for the situation forming. • If you want someone to become assertive, the appropriate working environment needs to be created - it may be necessary to lower the level of authority. • If you want someone to be less assertive, you may want to increase authority (increasing personal authority is better than formal authority). CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Styles CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Styles CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Styles • The management style of the coxswain can have a profound effect

Management Styles • The management style of the coxswain can have a profound effect on the behaviour , performance and well being of a team. • The following approach to analyzing this is based on performance and people CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Style 1 Tiger Style • High on Performance / Low on People Characteristic

Management Style 1 Tiger Style • High on Performance / Low on People Characteristic Believes in performance Often has too much authority Has a high opinion of themselves Does not care about what others may think Does not care about teamwork Great leader in crisis Takes full responsibility for their decisions Is loyal to the team Does not like challenges May have a tendency to do or control everything Does not delegate easily Effect on the Team Silent team low level of communication Low assertiveness of team members No challenges Performance may decline Team morale may get low Team members will not take many initiatives CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Style 2 Penguin Style • Low on Performance / High on People Characteristic

Management Style 2 Penguin Style • Low on Performance / High on People Characteristic Is a good listener Forgives easily, probably to avoid conflicts Is always positive, even when results are unsatisfactory, and learning opportunities are lost because of this lack of objectivity Believe that people are more important than performance. If people are well treated, they will necessarily do a good job. Like to talk with everybody; has a tendency to accept lower professional standards so that everybody can do well Effect on the Team Friendly and calm working atmosphere General lowering of professional standards False feeling of adequacy on the team Team members that are high on performance might get annoyed Little training is done with the team Leader does not command respect because of inability to provide objective and constructive feedback CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Style 3 Snail Style • Low on Performance / Low on People Characteristic

Management Style 3 Snail Style • Low on Performance / Low on People Characteristic Effect on the Team Serious lack of motivation All effects are negative Is not really interested in their job Worst management style Has a tendency to to do the minimum Low team morale Avoids conflicts Professional standards can get dangerously Has a low opinion of their own capabilities low and those of the team Very little training is done Has low professional standards, both personally and for the team Poor communicator and weak authority Does not use short term strategies Can often hide personal ineptitude by avoiding risks CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Style 4 Sheep Style • Average on Performance / Average on People Characteristic

Management Style 4 Sheep Style • Average on Performance / Average on People Characteristic Adapts quite well to surroundings Generally accepts challenges Communication is good but no excellent Concerned by performance but not enough May compromise performance or team morale to achieve personal goals Occasionally uses short term strategies Effect on the Team Promising management style Everyone feels something is missing Team morale is good, but could be better Team performances are good but not excellent Average training CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Style 5 Dolphin Style • High on Performance / High on People Characteristic

Management Style 5 Dolphin Style • High on Performance / High on People Characteristic Combines the best of tiger and penguin Is capable of adjusting personal style to any situation Good communications and briefings Accepts challenges easily Almost always uses good short term strategies No problem delegating Knows strengths and weaknesses of team members Believes it it is always possible to do better Effect on the Team Best management style Training is a priority Excellent team morale Team is confident All members of the team have good self esteem Professional standards are very high Team members are motivated CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Styles • The ideal management style is the dolphin, but other styles do

Management Styles • The ideal management style is the dolphin, but other styles do have some advantages. • In a emergency, the tiger style may be ideal for creating order out of chaos. • On the other hand, with inexperienced people it may be good to be more of a penguin. • During periods of low activity a sheep may even be adequate. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Management Styles • If you feel that your coxswain is not an ideal manager,

Management Styles • If you feel that your coxswain is not an ideal manager, you as crew can help this change. • If your coxswain is a tiger, try and persuade them that their performance would increase with less authority. • If your coxswain is penguin, emphasize that you would feel better if the team performance improved. • A sheep will probably understand both arguments CANADIAN COAST GUARD AUXILIARY - PACIFIC

Workload CANADIAN COAST GUARD AUXILIARY - PACIFIC

Workload CANADIAN COAST GUARD AUXILIARY - PACIFIC

Workload • To be efficient, you need to control your workload. • If you

Workload • To be efficient, you need to control your workload. • If you get overloaded on a mission, you will be under stress and then your work performance will be adversely affected. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Workload • Consequences of an overload situation: 1. duplication of effort, without being aware

Workload • Consequences of an overload situation: 1. duplication of effort, without being aware of it. 2. increase of errors. 3. increase in level of authority with increasing workload. 4. tunnel vision, with individuals focusing on important tasks and may miss important details. 5. Generalised bad mood and impatience. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Workload 6. lowered attention to tasks. 7. lowered attention to tasks. 8. delegation decreases

Workload 6. lowered attention to tasks. 7. lowered attention to tasks. 8. delegation decreases as workload increases. 9. Short term strategies are neglected. 10. decrease in communications (no one has time to talk). CANADIAN COAST GUARD AUXILIARY - PACIFIC

Workload Ways to lighten the workload: 1. Decrease the number of tasks to be

Workload Ways to lighten the workload: 1. Decrease the number of tasks to be accomplished. 2. Decrease the weight of individual tasks. 3. Increase the time available for accomplishing the tasks. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Decreasing Tasks • The best way to reduce the number of tasks is to

Decreasing Tasks • The best way to reduce the number of tasks is to delegate. • When you delegate a task to crew, you can both train, and you show that person that you trust their abilities. • However you should be careful as to how much you delegate, so you don’t overload someone less experienced. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Delegation • Effective delegation includes: 1. Decide what tasks you can delegate. 2. Decide

Delegation • Effective delegation includes: 1. Decide what tasks you can delegate. 2. Decide who is suited to performing those tasks. 3. Plan your delegating strategy. • To delegate you must know the skills of your crew. • Ideally those delegated tasks should become opportunities for learning. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Delegation • Choose the person for the task you wish to delegate. • Inform

Delegation • Choose the person for the task you wish to delegate. • Inform other team members that this task has been delegated. • Be prepared to give all necessary support to the person who has taken on the delegated task, but not too much so that they become discouraged. • Show appreciation CANADIAN COAST GUARD AUXILIARY - PACIFIC

Delegation • Show appreciation when someone does a great job, by a reward or

Delegation • Show appreciation when someone does a great job, by a reward or by giving more responsibilities. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Combating Reasons Not to Delegate • “If you want something to be done properly,

Combating Reasons Not to Delegate • “If you want something to be done properly, do it yourself. ” • True - it takes time to learn a new job… but you had to learn - remember? CANADIAN COAST GUARD AUXILIARY - PACIFIC

Combating Reasons Not to Delegate • “By the time I showed him, I could

Combating Reasons Not to Delegate • “By the time I showed him, I could have done it twice. . ” • Again speed with quality won’t come right away. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Combating Reasons Not to Delegate • “I like doing this job, and I’m good

Combating Reasons Not to Delegate • “I like doing this job, and I’m good at it, so why should I delegate? ” • With practice, you will also get to like the job of delegating. • How did you learn to do this job? CANADIAN COAST GUARD AUXILIARY - PACIFIC

Combating Reasons Not to Delegate • “What if he makes mistakes? ” • Sometime

Combating Reasons Not to Delegate • “What if he makes mistakes? ” • Sometime you need to let people make mistakes. Mistakes are not usually critical. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Combating Reasons Not to Delegate • “I will lose control. ” • You will

Combating Reasons Not to Delegate • “I will lose control. ” • You will actually increase your control because you will be able to get more done within the same amount of time. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Decrease the Weight of Individual Tasks • The best way to achieve this is

Decrease the Weight of Individual Tasks • The best way to achieve this is training, as difficult tasks may become easier to perform. • Checklists may be useful for tasks involving many steps. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Increase Time Available for Accomplishing the Tasks • When you are on the vessel,

Increase Time Available for Accomplishing the Tasks • When you are on the vessel, the best way to increase time is slow down. • By reducing the number of tasks you directly increase the time available for the other tasks. CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team • If your team gets bored or inattentive, performance will

State of a Team • If your team gets bored or inattentive, performance will suffer markedly. • Stress and Panic will affect your team the same way. CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team • There are six states in which a team can

State of a Team • There are six states in which a team can find itself: 1. Optimum state +1 2. Concerned state +2 3. Alarmed state +3 4. Bored state -1 5. Inattentive state -2 6. Inattentive at a critical phase -3 CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team • In emergency situations, the state of your team might

State of a Team • In emergency situations, the state of your team might have a tendency to rise. • You need to try to keep your team in a +1 state, by using techniques previously described • Use short term strategies, make time, ensure good communications and use briefings. • These measures may help you to relieve pressure. CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team 1. Optimum state In this state your workload and stress

State of a Team 1. Optimum state In this state your workload and stress are appropriate. You do not have to fight to stay awake. You are motivated and efficient. 2. Concerned state Both your workload and stress levels are going up. You are starting to wonder whether you can do everything in a timely manner. Your worries begin to affect your productivity. CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team 3. Alarmed state You are overloaded. There is no doubt

State of a Team 3. Alarmed state You are overloaded. There is no doubt that you cannot complete everything on time, and you are looking for ways to rectify this. It is hard to think about all this while you still have to work. You need to concentrate to control your extreme stress level and panic CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team 4. Bored state Workload is low and you have nothing

State of a Team 4. Bored state Workload is low and you have nothing to do. Things have been this way for a while, and your level of attention and motivation is getting quite low. Fatigue begins to take its toll. CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team 5. Inattentive state This is where boredom and carelessness combine

State of a Team 5. Inattentive state This is where boredom and carelessness combine to produce a dangerous mix. You are making mistakes and really feel the necessity to correct them. If you don’t do something quickly, the next mistake could lead you into a critical situation What is worse you may not even notice that you are in trouble. CANADIAN COAST GUARD AUXILIARY - PACIFIC

State of a Team 6. Inattentive at a Critical Phase You are now in

State of a Team 6. Inattentive at a Critical Phase You are now in trouble and you don’t know it. Eventually you will wake up and understand what is going on, and if you are lucky there will be time to do something. If you are not, you will have to face the consequences of your lack of attention. Usually there will be a period of confusion. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making To develop judgement, you need a good decision making process.

Judgement and Decision Making To develop judgement, you need a good decision making process. 1. Vigilance This be aware that things may not go as planned. Vigilance therefore can minimize the risk of being caught unaware. 2. Problem discovery This needs to be dome quickly otherwise there may be no chance to use judgement. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making 3. Problem diagnosis On discovery, understanding how and why the

Judgement and Decision Making 3. Problem diagnosis On discovery, understanding how and why the problem happened. 4. Alternative generation Find a solution, and solution is good. Find as many solutions as possible. 5. Risk analysis Analyze the risk associated with each solution and pick the best. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making 6. External influences When choosing a solution, you are likely

Judgement and Decision Making 6. External influences When choosing a solution, you are likely to be influenced by external factors. These influences may push you toward a less than ideal solution. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making These external factors may include: 1. Economic factors (e. g.

Judgement and Decision Making These external factors may include: 1. Economic factors (e. g. it’s too expensive) 2. Responsibilities (e. g. I promised. . I have to. . ) 3. Peer pressures (e. g. everybody is doing it… I have to be like the others…) 4. Physical status (e. g. fatigue, illness… ) CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making 5. General attitude These can seriously affect a person’s judgement,

Judgement and Decision Making 5. General attitude These can seriously affect a person’s judgement, and some are considered dangerous: a. anti-authority (e. g. Don’t tell me what to do … I don’t have to follow the rules… ) b. impulsiveness (e. g. Do something …QUICK!) c. invulnerability (e. g. It won’t happen to me) CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making 5. General attitude d. excess confidence (e. g. I can

Judgement and Decision Making 5. General attitude d. excess confidence (e. g. I can easily do it!) e. resignation (e. g. What’s the point… it won’t change anything. . ) f. narrow mindedness (e. g. I’ve been doing things this way for the past 3 years and I’m not about to change. ) g. lack of initiative (e. g. It’s not my job to so this. ” CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making 5. General attitude h. laziness (e. g. That should be

Judgement and Decision Making 5. General attitude h. laziness (e. g. That should be enough… Nobody will notice… ) CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making 6. Hidden pressures These are simply pressures that you are

Judgement and Decision Making 6. Hidden pressures These are simply pressures that you are not aware of, from past experiences, fears and beliefs. You need to identify hidden pressures, and a good way of doing this, is to ask yourself, ”Why am I doing this? ” CANADIAN COAST GUARD AUXILIARY - PACIFIC

Judgement and Decision Making 7. Decision You have decided what is the best solution

Judgement and Decision Making 7. Decision You have decided what is the best solution and you are ready to act. Conduct a briefing. 8. Action Translate plans into actions. 9. Monitoring Monitor the effectiveness of the solution, and apply any corrective measures if necessary. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Image and Attitude CANADIAN COAST GUARD AUXILIARY - PACIFIC

Image and Attitude CANADIAN COAST GUARD AUXILIARY - PACIFIC

Image and Attitude The image you project and attitude you have when doing search

Image and Attitude The image you project and attitude you have when doing search and rescue can have a profound impact on the efficacy and safety of your unit. How you present yourself with appearance and actions to others around you is important. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Heroism: A Dangerous Attitude A heroic attitude is not needed in a rescue situation,

Heroism: A Dangerous Attitude A heroic attitude is not needed in a rescue situation, and is no help to anyone. Anyone willing to risk their life on a SAR mission should stay home, as the last thing a SAR team needs is the risk of another victim on its hands. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Professionalism The strangers who you go out and assist, need to feel that they

Professionalism The strangers who you go out and assist, need to feel that they can put their trust in you. Therefore you need to act and look like a professional. Part of that is your image. Professional: If something that someone does is professional, it is done well, and is of a very high standard. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Professionalism To be professional you need to have the skills that are necessary to

Professionalism To be professional you need to have the skills that are necessary to translate the knowledge into action. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Professionalism People involved in SAR must work with: • Other people (crew, RCC coordinators,

Professionalism People involved in SAR must work with: • Other people (crew, RCC coordinators, etc) • Boats and outfit (engines, GPS, radios, etc) • Equipment (SAR equipment) • Aids to navigation, charts etc. • People requiring assistance or in distress CANADIAN COAST GUARD AUXILIARY - PACIFIC

Professionalism As a result SAR personnel need to: • work in teams • use

Professionalism As a result SAR personnel need to: • work in teams • use the available equipment • navigate • provide first aid • perform related tasks CANADIAN COAST GUARD AUXILIARY - PACIFIC

Professionalism To identify skills, a list of the situations that may be encountered by

Professionalism To identify skills, a list of the situations that may be encountered by SAR personnel is the most appropriate tool. These will include: • cold water, rain, fog, winds • currents, shallow water, deep water, heavy seas, waves • fire and explosions • lack of sleep / fatigue, stress • hypothermia CANADIAN COAST GUARD AUXILIARY - PACIFIC

Professionalism SAR personnel must be skilled enough to handle combination of the above items,

Professionalism SAR personnel must be skilled enough to handle combination of the above items, such as: Vessel in fog, strong currents, and provide skilled first aid when under stress. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Professionalism There are many ways of acquiring knowledge. • Experienced personnel can pass on

Professionalism There are many ways of acquiring knowledge. • Experienced personnel can pass on their knowledge. • Taking courses, station training. Skills are usually acquired through practice. People who practice a lot will usually be more skilled. Reading will provide the knowledge, but practice will forge the skill. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Acting in a Professional Manner • Skill and knowledge cannot be readily assessed by

Acting in a Professional Manner • Skill and knowledge cannot be readily assessed by an observer. • Evaluating level of knowledge and skill usually requires observing someone for a while. • This cannot assessed on first impression. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Acting in a Professional Manner • No matter how knowledgable, skilled and experienced a

Acting in a Professional Manner • No matter how knowledgable, skilled and experienced a crew may be, if image and attitude are no professional, the first impression will be bad CANADIAN COAST GUARD AUXILIARY - PACIFIC

Image • The image of the SAR crew and vessel will have a profound

Image • The image of the SAR crew and vessel will have a profound impact on first impression. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Image Person and Clothing • Any stains • Appropriate? (no swimsuits) • Properly worn

Image Person and Clothing • Any stains • Appropriate? (no swimsuits) • Properly worn (avoid unbuttoned shirts etc) • Personal grooming CANADIAN COAST GUARD AUXILIARY - PACIFIC

Image Vessel • Is it clean? • Is it in good repair? • Is

Image Vessel • Is it clean? • Is it in good repair? • Is it properly maintained? Equipment • Is it properly stowed? • Is it in good condition and reliable? CANADIAN COAST GUARD AUXILIARY - PACIFIC

Crew Attitude The attitude of a SAR crew in how they act or respond

Crew Attitude The attitude of a SAR crew in how they act or respond is as important as their image • Be polite and treat people with respect • Be positive - smile • Stay calm and look confident • Be careful with gestures, stand straight, look people in the eye, and avoid using sunglasses when talking to them. • Treat others as equals CANADIAN COAST GUARD AUXILIARY - PACIFIC

Knowledge and Skills Your knowledge level will be revealed by the way you answer

Knowledge and Skills Your knowledge level will be revealed by the way you answer questions. Your skill level will be revealed by the way you carry out the various evolutions when you and your crew go into action. People will judge your competency based on their own level of knowledge and skills. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Vessel Operation The way the vessel is operated out on the water whether on

Vessel Operation The way the vessel is operated out on the water whether on a mission or during training will reflect on the public’s view of the auxiliary. If you navigate in a reckless manner, all your efforts trying to be professional are wasted. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Vessel Operation Navigating in a professional manner means: • Observing the collision and other

Vessel Operation Navigating in a professional manner means: • Observing the collision and other regulations • Avoiding passing to close to other vessels • Manoeuvring in a way that will clearly show your intentions • Avoiding riding the wake of other vessels and intentionally jumping waves • Manoeuvring at a safe and reasonable speed • Showing courtesy CANADIAN COAST GUARD AUXILIARY - PACIFIC

Vessel Operation Courtesy should be shown to other people on the water by: •

Vessel Operation Courtesy should be shown to other people on the water by: • Slowing down when passing close to other vessels • Manoeuvring at slow speed in marina or near docks • Avoiding excessive noise in marinas at night • Do not overtake less manoeuvrable vessels in narrow areas CANADIAN COAST GUARD AUXILIARY - PACIFIC

Critical-Incident Stress Management CANADIAN COAST GUARD AUXILIARY - PACIFIC

Critical-Incident Stress Management CANADIAN COAST GUARD AUXILIARY - PACIFIC

Critical-Incident Stress Management Critical Incident Stress can result from SAR personnel’s exposure to extremely

Critical-Incident Stress Management Critical Incident Stress can result from SAR personnel’s exposure to extremely difficult situations. Pacific region has a counseling service to our SAR crews who are exposed to critical incidents. This will normally be activated by Joint Rescue Coordination Centre. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Critical-Incident Stress This is the reaction of a human being to a critical incident.

Critical-Incident Stress This is the reaction of a human being to a critical incident. These can include: • death or severe injury • suicide or sudden death of a co-worker • multiple casualty incidents • incidents where victims seriously injured • prolonged rescue or recovery operation, especially involving children or where the victim is known to the rescuer CANADIAN COAST GUARD AUXILIARY - PACIFIC

Critical-Incident Stress • situations with intense media coverage and scrutiny • situations of violence

Critical-Incident Stress • situations with intense media coverage and scrutiny • situations of violence in the workplace CANADIAN COAST GUARD AUXILIARY - PACIFIC

Critical-Incident Stress The following situations are specific to maritime SAR operations: • recovery of

Critical-Incident Stress The following situations are specific to maritime SAR operations: • recovery of bodies • witness of a suicide • operating in full view of public and/ or media • failing to succeed in a rescue attempt • failing at CPR in a case where the victim still had vital signs when recovered. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Critical-Incident Stress Other situations can be stressful: • exposure for long periods to the

Critical-Incident Stress Other situations can be stressful: • exposure for long periods to the mtion of a rescue vessel in violent weather • failing to assist in cases of damage or property loss • being unfairly criticized for response to an incident. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Reacting According to Experience Individuals will react according their own experiences, age. Younger crew

Reacting According to Experience Individuals will react according their own experiences, age. Younger crew members can forget that loss of life may occur in SAR operations. A short debriefing is a good way of reducing or avoiding stress. CANADIAN COAST GUARD AUXILIARY - PACIFIC

Reacting According to Experience An affirmative answer to any of the following questions after

Reacting According to Experience An affirmative answer to any of the following questions after a critical incident may indicate that the job related stress has reached a danger point and a debriefing is needed: 1. Do I have trouble putting the incident out of my mind? 2. Do I experience persistent, jittery feelings? 3. Am I forgetful, short tempered or fearful? CANADIAN COAST GUARD AUXILIARY - PACIFIC

Reacting According to Experience 4. Do I have nightmares, sleep disturbances, or a preoccupation

Reacting According to Experience 4. Do I have nightmares, sleep disturbances, or a preoccupation with death? 5. Am I withdrawn from friends or family and less interested in sex or other activities that I used to find enjoyable? 6. Do I find myself drinking too much or depending on drugs to calm my nerves, or get me through the day? 7. Am I simply feeling out of sorts? CANADIAN COAST GUARD AUXILIARY - PACIFIC

Countering the Effects of Stress Many things can be done to counter the effects

Countering the Effects of Stress Many things can be done to counter the effects of stress: 1. Rest 2. Rotate jobs on board 3. Keep everyone informed and updated frequently 4. Avoid excessive coffee and sugar, since both tend to increase stress reactions in the body CANADIAN COAST GUARD AUXILIARY - PACIFIC

Countering the Effects of Stress 5. Cover bodies Refusing to recognise a stressful situation

Countering the Effects of Stress 5. Cover bodies Refusing to recognise a stressful situation may have a serious impact on you and your colleagues. The coxswain must create a climate of open discussion where feelings and reactions can be expressed. It is a weakness to deny the problem exists. CANADIAN COAST GUARD AUXILIARY - PACIFIC

This is an extract from the CCG SAR Seamanship Reference Manual CANADIAN COAST GUARD

This is an extract from the CCG SAR Seamanship Reference Manual CANADIAN COAST GUARD AUXILIARY - PACIFIC