CANADIAN COAST GUARD AUXILIARY - PACIFIC HUMAN FACTORS CANADIAN COAST GUARD AUXILIARY - PACIFIC

CANADIAN COAST GUARD AUXILIARY - PACIFIC

HUMAN FACTORS



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.


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.


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



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


Communication


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.


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.


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.


Briefing


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


Briefing

5. Define responsibilities

6. Use closed loop communications

7. Keep focused

8. Ensure that no question remains unanswered


De-briefing


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


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


Challenge and Response


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.


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


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.”


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.


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.


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.


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.


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.


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.



• 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.


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 authority1. Formal authority - coxswain or captain’ s

authority2. Personal authority - is that which makes

people to listen to one’s suggestions - wisdom, professionalism, integrity, honesty and diplomacy



• 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.


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.



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.”



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.



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, OK, if you are so sure…”



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.



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.”



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.



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,…”


CRUNCH!The boat runs up on a

submerged rock and is damaged



• 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).


Management Styles


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


Management Style 1

Tiger Style• High on Performance / Low on PeopleCharacteristic Effect on the TeamBelieves in performance Silent team low level of communicationOften has too much authority Low assertiveness of team membersHas a high opinion of themselves No challengesDoes not care about what others may think Performance may declineDoes not care about teamwork Team morale may get lowGreat leader in crisis Team members will not take manyTakes full responsibility for their decisions initiativesIs loyal to the teamDoes not like challengesMay have a tendency to do or control everythingDoes not delegate easily


Management Style 2

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


Management Style 3

Snail Style• Low on Performance / Low on PeopleCharacteristic Effect on the TeamSerious lack of motivation All effects are negativeIs not really interested in their job Worst management styleHas a tendency to to do the minimum Low team moraleAvoids conflicts Professional standards can get dangerouslyHas 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 teamPoor communicator and weak authorityDoes not use short term strategiesCan often hide personal ineptitude by avoiding risks


Management Style 4

Sheep Style• Average on Performance / Average on PeopleCharacteristic Effect on the TeamAdapts quite well to surroundings Promising management styleGenerally accepts challenges Everyone feels something is missingCommunication is good but no excellent Team morale is good, but could be betterConcerned by performance but not enough Team performances are good but notMay compromise performance or team morale excellent to achieve personal goals Average training Occasionally uses short term strategies


Management Style 5

Dolphin Style• High on Performance / High on PeopleCharacteristic Effect on the TeamCombines the best of tiger and penguin Best management styleIs capable of adjusting personal style to any Training is a priority situation Excellent team moraleGood communications and briefings Team is confidentAccepts challenges easily All members of the team have good self Almost always uses good short term esteem strategies Professional standards are very high No problem delegating Team members are motivatedKnows strengths and weaknesses of team membersBelieves it it is always possible to do better


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.


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


Workload


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.


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.


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).


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.


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.


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.


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


Delegation

• Show appreciation when someone does a great job, by a reward or by giving more responsibilities.


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?



• “By the time I showed him, I could have done it twice....”

• Again speed with quality won’t come right away.



• “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?



• “What if he makes mistakes?”• Sometime you need to let people make

mistakes. Mistakes are not usually critical.



• “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.


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.


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.


State of a Team


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.


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


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.


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.


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


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.


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.


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.


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.



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.



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.



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… )



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)



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.”



5. General attitude

h. laziness (e.g. That should be enough… Nobody will notice… )



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?”



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.


Image and Attitude


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.


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.


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.


Professionalism

To be professional you need to have the skills that are necessary to translate the knowledge into action.


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


Professionalism

As a result SAR personnel need to:• work in teams• use the available equipment• navigate• provide first aid• perform related tasks


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


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.


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 more skilled.

Reading will provide the knowledge, but practice will forge the skill.


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.


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


Image

• The image of the SAR crew and vessel will have a profound impact on first impression.


Image

Person and Clothing• Any stains• Appropriate? (no swimsuits)• Properly worn (avoid unbuttoned shirts etc)• Personal grooming


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?


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


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.


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.


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


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


Critical-Incident Stress Management


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.


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



• situations with intense media coverage and scrutiny

• situations of violence in the workplace



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.



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.


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.



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?



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?


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


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.


This is an extract from the CCG SAR Seamanship Reference Manual

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