1、B R MBridge Resource ManagementDalian Maritime University引言引言第一章第一章 工作态度与管理技能工作态度与管理技能第二章第二章 人文意识人文意识第三章第三章 人为失误人为失误第四章第四章 通信与沟通通信与沟通第五章第五章 判断与决策判断与决策第六章第六章 组织与计划组织与计划第七章第七章 管理方式与领导艺术管理方式与领导艺术第八章第八章驾驶台班组工作驾驶台班组工作 第九章第九章 工作负荷、疲劳工作负荷、疲劳与压力与压力第十章第十章 应急策略应急策略第十一章第十一章 案例分析案例分析引言背景背景驾驶台班组工作驾驶台班组工作(Bridge
2、Team Work)STCW Code Part B驾驶台资源的概念驾驶台资源的概念培训目的培训目的驾驶台班组工作驾驶台班组工作(Bridge Team Work)A Masters View on BTMIt was 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 u
3、s to plot on the screen.Thick fog had settled in on the Japanese coast.The chief mate and I were tremendously 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 te
4、legraphy.And just what are you contributing to this process?I asked the mate.Well Captain,you two are doing such a fine job I just d i d n t w a n t t o i n t e r f e r e,h e r e p l i e d.A Masters View on BTMIt was at this point that I decided to do something to make sure that all personnel on the
5、 bridge would be involved,and would contribute something to assist me in conning the ship.Many of us have some nostalgia 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
6、leaning against a telegraph any longer.A Masters View on BTMTo day,(after setting up bridge team management 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 communicat
7、ions.The“bridge team”concept is now firmly in place.In recent years I have pleased to see that programs like ours have been developed by other companies worldwide into the increasingly accepted concept of Bridge Resource Management.STCW Code Part BBridge resource management 4 Companies should issue
8、guidance on proper bridge procedures,and promote the use of checklists appropriate to each ship taking 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
9、 reassessing how bridge-watch resources are being allocated and used,based on bridge resource manage-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
10、watch should be appropriately qualified and fit to perform their duties efficiently and effectively 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;
11、.3 duties should be clearly and unambiguously assigned to specific individuals,who should confirm 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 ta
12、sks than can be performed effectively;.6 individuals should be assigned at all times to 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 n
13、ot be assigned to different duties,tasks or locations until the officer in charge of 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
14、 to appropriate members of the navigational watch;.9 communications among members of 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 o
15、perating properly and if not,the officer in charge of the navigational watch 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 fo
16、r the performance of their duties;.13 non-essential materials should not 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Somethin
17、g that can be used for support or help:The total means available to a company for increasing production or profit,including plant,labor,and raw material;assets.RESOURCE驾驶台资源人力设备储备工具技术资料时间 通过讲授船舶驾驶台安全与管理的知识，强调计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，使学员论典型海
18、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神，保证船舶的航行安全，减少和避免人为因素造成的事故成的事故。培训目的培训目的第一章第一章 工作态度与管理技能工作态度与管理技能Chapter 1 attitude a
19、nd Management Skillsn态度是什么？态度是什么？n一个人对待事物所一个人对待事物所有看法的总称。它有看法的总称。它是对某些人员与事是对某些人员与事情的思维方式。情的思维方式。n你的态度决定了你你的态度决定了你对某些人员与事情对某些人员与事情的行为。的行为。nWhat is an attitude?nThe way you look upon the world around you.It is a way of thinking about somebody or something.nYour behavior towards somebody or something d
20、epends on your attitudes.第一章第一章 工作态度与管理技能工作态度与管理技能Chapter 1 Attitude and Management Skills工工作作态态度度积极与消极积极与消极 Positive and negative危险与安全危险与安全 Danger and safety行为规律行为规律 Behavior rule需求层次理论需求层次理论 Theory of requirement 激励理论激励理论 Theory of motivation积极积极positive消极消极negative这个工作很重要这个工作很重要.It is an importan
21、t work我必须完成这个工作吗我必须完成这个工作吗?Should I complete this work?这是我的本职工作这是我的本职工作.It is my duty.其他人也应对此负责其他人也应对此负责.Others should be responsible.应该做得更好应该做得更好.Do it better这样已经不错了这样已经不错了.I think it is better再试一下再试一下.Try again.已经没办法了已经没办法了.I have not a good idea.安全危险Why take chance?I can do it.It could happen to
22、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.定义定义:行为是行动的一种方式行为是行动的一种方式,它是指一个人的所做作为它是指一个人的所做作为.Definition:behavior is a way of action and an active of doing.促进行为的三个条件促进行为的三个条件:Three conditions of prompting behavior行为的基本模型行为的基本
23、模型 the basic model of behavior1.行为是有起因的行为是有起因的;cause2.行为是受激励的行为是受激励的;prompting3.行为是有目标的行为是有目标的;objective刺激刺激Activate需求需求need需要需要Require紧张紧张Strain不舒服不舒服uncomfortable目标目标objective行为行为behavior1.生理需要生理需要physiological need:饮食,居住,穿着等生理活动的需要;2.安全需要安全需要security need:对危险,威胁与抢夺的防护;3.社交需要社交需要social need:与别人交往,
24、归属群体,友谊给予与取得;4.尊重需要尊重需要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.需求层次理论需求层次理论Hierarchy of human needs激励模式激励模式motivation modelsn激励的三种模式类型激励的三种模式类型n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。n人际关系激励模型：管理者尊重雇员并关心其需要。n 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。nThree mode
25、lsnTraditional model：To motive workers to perform their jobs successfully,manager have at their disposal a system of wage incentives.nHuman relation model：Manager treats workers with consideration and are attentive to their needs.nHuman resource model:Manager can give workers far more responsibility
26、 for making decisions and carrying out their tasks.管理的定义管理的定义definition of managementn管理是通过人来完管理是通过人来完成工作的艺术。成工作的艺术。n管理是通过组织成管理是通过组织成员的努力和其他组员的努力和其他组织资源的使用进行织资源的使用进行计划、组织、领导计划、组织、领导和控制，以实现既和控制，以实现既定的组织目标过程定的组织目标过程。nManagement is the art of getting things done through people,and is the process of pla
27、nning,organizing members and the use of other organizational resources in order to achieve stated organizational goals.管管理理技技能能管管理理技技能能领导 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 leadershipn管理和
28、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。nDirecting and guiding the activities of other team members,stimulating personnel to work together as a team,and providing feedback to team regarding their performance.管管理理技技能能任务分析 mission analysisn制定长期计划和应制定长期计划和应急计划，组织、分急计划，组织、分配和监控班组资源。配和监控班组资源。评估和控制安全风评估和
29、控制安全风险。险。nMaking long-term and contingency plans,and organizing,allocating and monitoring team resources.Assessing and controlling safety risks.管管理理技技能能适应性和灵活性 adaptability and flexibilityn改变行为以适应变化改变行为以适应变化的局面需要，在压力的局面需要，在压力下维持积极的工作状下维持积极的工作状态，并能与其他班组态，并能与其他班组成员一起有效地工作成员一起有效地工作nAltering a course of
30、 action to meet changing situational demands,maintaining constructive behavior under pressure,and working effectively with other team members.管管理理技技能能感知外界环境situational awarenessn随时知道班组发生的随时知道班组发生的事情和承担的任务，事情和承担的任务，识别和找出错误。识别和找出错误。n例如，例如，例如了解船舶例如了解船舶周围所发生的一切，周围所发生的一切，有助于值班驾驶员注有助于值班驾驶员注意到事故链正在形成，意到事故链
31、正在形成，并以这种注意为基础，并以这种注意为基础，采取适当行动切断事采取适当行动切断事故链。故链。nKnowing at all times what is happening to the team and the mission.Recognizing and trapping errors.nSituational awareness-i.e.,knowing what is going on around the ship-helps the OOW recognize that an error chain is developing and taking such action,b
32、ased upon this awareness,to break the error chain.管管理理技技能能决策decision makingn基于可获得的信息做基于可获得的信息做出逻辑和合理的判断出逻辑和合理的判断。nApplying logical and sound judgment based on available information.管管理理技技能能交流与通信communicationn清晰准确地发出和确清晰准确地发出和确认收到信息、指示、认收到信息、指示、命令和提供有用的反命令和提供有用的反馈。馈。nClearly and accurately,sending an
33、d acknowledging information,instructions,and commands,and providing useful feedback.管管理理技技能能自信自信assertivenessn积极参与、提出和维积极参与、提出和维护一个立场，直到事护一个立场，直到事实（而不是当局或其实（而不是当局或其他人）证明这是个错他人）证明这是个错误的立场。必要时，误的立场。必要时，采取纠正措施。采取纠正措施。nActively participating,stating,and maintaining a position until convinced by the fact
34、s(not the authority or personality of another)that your position is wrong.Taking actions when necessary.管管理理技技能能第二章第二章 人文意识人文意识航航运运环环境境船长船长船员船员船级社船级社保险公司保险公司租船人租船人船东船东旅客旅客IMO港口国港口国驾驶台驾驶台引航员引航员海关海关VTSPSC管理公司管理公司第二章第二章 人文意识人文意识航航运运环环境境mastercrewclassificationinsurerscharterersownerspassengersIMOPort a
35、uthoritiesbridgepilotcustomsVTSPSCGeneral public第二章第二章 人文意识人文意识文文化化背背景景家庭经家庭经济条件济条件亲友亲友宗教宗教教育教育娱乐娱乐培训培训饮食习惯饮食习惯健康和卫生健康和卫生第二章第二章 人文意识人文意识文文化化背背景景Family social and financial backgroundFriends and relationshipsreligioneducationrecreationProfession and trainingFood and drinkHealth and hygiene第二章第二章 人文意识
36、人文意识 culture awarenessculture awareness文文化化背背景景的的分分类类Small Power DistanceLarge Power DistanceGroupIndividualFeminineMasculineLow Uncertainty AvoidanceHigh Uncertainty AvoidanceShort TermLong Term第二章第二章 人文意识人文意识文文化化背背景景的的分分类类Small Power DistanceLarge Power DistanceGroupIndividualFeminineMasculineLow
37、Uncertainty AvoidanceHigh Uncertainty AvoidanceShort TermLong Term第二章第二章 人文意识人文意识文文化化背背景景的的影影响响对指示和说明产生误解对指示和说明产生误解Order or instructions misunderstood;未接收信息和资料未接收信息和资料Messages and information not received；缺乏忠实和尊重缺乏忠实和尊重Lack of loyalty and respect;缺乏团队意识缺乏团队意识Lack of team work;缺少社会联系缺少社会联系Lack of soc
38、ial interaction.第三章第三章 人为失误与事故人为失误与事故Human Error and AccidentsHuman Error and Accidents失失误误的的种种类类内部失误内部失误internal errors外部失误外部失误 external errors厌倦与疏忽厌倦与疏忽 boredom-inattention非常规事件非常规事件 edge of routine疲劳疲劳 fatigue知识缺乏知识缺乏 lack of knowledge过于自信过于自信overconfidence技术原因技术原因 technical 信息原因信息原因 information气
39、象条件气象条件 weather失误链失误链 Error ChainError Chain失失误误链链失误链的定义失误链的定义失误链形成时的征兆失误链形成时的征兆切断失误链的方法切断失误链的方法失误链的定义失误链的定义 海难和事故很少是由于单独事件导致的后果海难和事故很少是由于单独事件导致的后果,而而是由一系列并不严重的过失构成的失误链的顶点。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。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
40、,they are almost always the result of a series of non-serious incidents;the culmination of an error chain is a series of chain of events,which leads to an accident.error chain失误链形成的征兆失误链形成的征兆sign for indicating the formation of an error chain指挥或瞭望不当指挥或瞭望不当感知不全面或混乱感知不全面或混乱通信中断通信中断精神涣散精神涣散不确定性不确定性违反已建
41、立的规则或程序违反已建立的规则或程序偏离计划航线偏离计划航线事故链形成的征兆事故链形成的征兆Improper conn or lookoutFeeling of inadequacy or confusionCommunication breaking downdistractionambiguityDeparture from passage planViolation of established rules or procedures不确定性不确定性 Ambiguityn当两个或多个独立来源当两个或多个独立来源的信息不一致，如两个的信息不一致，如两个不同的定位系统、测深不同的定位系统、测
42、深仪与海图水深不一致；仪与海图水深不一致；或两成员的观点不一致或两成员的观点不一致等。等。n不确定性本身也许不危不确定性本身也许不危险，但它意味兆有差异，险，但它意味兆有差异，但差异原因需要证实，但差异原因需要证实，不确定性也可能是经验不确定性也可能是经验不足或缺乏训练的结果。不足或缺乏训练的结果。nWhen 2 or more independent sources of information appears to disagree,e.g.;2 independent and separate position fixing systems do not agree;the echo-s
43、ounder reading does not agree with the charted depth;2 team members do not agree upon a point action.nAmbiguity 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 inexperience or lack of training.精神涣散精神
44、涣散 distractionn发生精神涣散可由下列发生精神涣散可由下列因素造成：超负荷工作、因素造成：超负荷工作、压力、疲劳、紧急情况、压力、疲劳、紧急情况、注意力不集中、经验不注意力不集中、经验不足或尽管不危险但属意足或尽管不危险但属意外的事件，如外的事件，如VHF呼叫，呼叫，它可吸引一个人的全部它可吸引一个人的全部注意力，从而忽视了处注意力，从而忽视了处理其它更紧迫的事件。理其它更紧迫的事件。nThis can be by excessive workload,stress or fatigue,emergency situations,simple inattention,inexper
45、ience,or an unexpected,though not threatening event,such as VHF call,which can occupy the full attention of a person to the exclusion of other more urgent.感知不全面或混乱感知不全面或混乱 Feeling of inadequacy or confusionn局面失去控制的感知局面失去控制的感知就如一个有关人不知就如一个有关人不知接下来将发生什么，接下来将发生什么，这通常是由于经验缺这通常是由于经验缺乏所致。乏所致。nA feeling of
46、 loss of control of the situation such that person concerned does not know what is expected to happen next.Frequently the result of lack of experience.通信中断通信中断 Communication breaking downn船内通讯可能被物理船内通讯可能被物理因素干扰，例如噪声因素干扰，例如噪声等。也可能因缺乏共等。也可能因缺乏共同语言或不同的处理同语言或不同的处理方法而中断。方法而中断。n外部通讯的中断可能外部通讯的中断可能是没有共同语言或误
47、是没有共同语言或误解所致。解所致。nInternal communications may be confused by physical causes such as noise,etc.or be caused by lack of common languages of differing procedural methods.External communications breakdown may also be a non-common language or plain misunderstanding.指挥或瞭望不当指挥或瞭望不当 Improper conn or lookou
48、tn指挥或瞭望不当可能指挥或瞭望不当可能是由于局面感知不够是由于局面感知不够和对不知其中断所致。和对不知其中断所致。nImproper conn or poor lookout maybe a result of lack of situational awareness as well as an indication of its breakdown.偏离计划航线偏离计划航线 Departure from passage plann偏离计划航线可能是偏离计划航线可能是由于对船舶进行指挥由于对船舶进行指挥或监视不当所致。或监视不当所致。nDeparture from the passage
49、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违反已建立的规则或程序Violation of established rules or proceduresn无正当理由背离明无正当理由背离明确规定的标准操作确规定的标准操作程序。程序。nDeparture from clearly defined standard operating procedures without justification.失误原因失误原因 cause of erro
50、r n失误的产生因素很多，包括技术和人为因素。失误的产生因素很多，包括技术和人为因素。nThere are many combinations and ways in which errors can occur,both technical and human.技术性失误技术性失误 technical errorsn有关船舶运动的有关船舶运动的3个个主要技术系统发生主要技术系统发生失误或故障，且没失误或故障，且没有发觉将导致船舶有发觉将导致船舶失控状态。它们是：失控状态。它们是：动力系统、操舵系动力系统、操舵系统和驾驶系统。统和驾驶系统。nThere are 3 technical syst
