7. Conclusion
A look back at what you have learnt in leading for safety and advice on how to put those learnings into action. Also guidance on what further reading you can do.
Now that you have got this far, we suggest you consider how each section applies to you, any leadership roles you may have, and of those around you. We hope you will continue to use this guide, however the most important thing is putting these ideas in to practice.
To start this process, you may wish to ask the following questions of yourself and of your colleagues.
1. How could the human element be better understood by those working onboard?
What knowledge, skills and attitudes have been learnt in the human element, leadership and management (HELM) training course (and other courses) that could be expanded upon? Refer to section 1 to refresh your memory on the Human Element.
2. How could you use some of the information about decision making in section 2 to improve the way risks are understood and managed onboard?
Take a look at the Health and Safety Executive’s toolkit on managing human failure for more information. A good place to start would be to think about common errors that happen on board and think about what cognitive biases may be at play. How could decision making onboard be improved?
3. What have you learnt about PIFs? How can you reduce their negative effects? What factors commonly affect your work?
Performance influencing factors (PIFs) describe any condition that influences performance. Section 3 gives a few common examples. PIFs can be related to the individual (physical, mental, temporary, or permanent), environmental (physical) or the organisation or job (typically social factors).
4. Thinking about situational awareness in section 4, can you identify the steps in the SLAM technique (stop, look, assess, manage)?
How could you use this technique and your understanding of situational awareness to improve safety?
5. How could you improve the way you communicate with those in your team? How could this improve safety outcomes onboard?
Section 5 provides some underlying principles.
6. How do you think “the way we do things round here” mindset affects safety onboard?
Can you identify features of different levels of Hudson’s safety ladder in Section 6 within your organisation? What do you think may need to be done to improve culture in your organisation?
Introduction to the human element
- The Human Element: a Guide to Human Behaviour in the Shipping Industry by Dik Gregory and Paul Shanahan
Decision making and risk management
- Behaving Safely: a Practical Guide for Risky Work, Dik Gregory and Paul Shanahan
- Thinking Fast and Think Slow by Daniel Kahneman
- Health and Safety Executive’s (HSE’s) Managing human failure toolkit
- Swiss Cheese Model of Safety Incidents by James Reason
- MGN 638 (M+F) human element guidance part 3, distraction, the fatal dangers of mobile phones and other personal devices when working
Performance influencing factors (PIFs)
- Wellbeing at Sea: a Pocket Guide for Seafarers
- HSE guidance and tools on stress and mental health at work
- MGN 505 (M) Amendment 1: human element guidance – part 1: fatigue and fitness
- MGN 520 (M): human element guidance – Part 2. The Deadly Dozen – 12 significant people factors in maritime safety
- MIN 680 (M) Wellbeing at sea
Communication and teamwork
- Wellbeing at Sea: a Guide for Organisations
- Wellbeing at sea: a Pocket Guide for Seafarers by the Maritime and Coastguard Agency