SHIP SIMULATOR & BRIDGE

TEAMWORK WITH BRM

IMO MODEL COURSE 1.22

 COMMUNICATION, LEADERSHIP,
BRIDGE ORGANIZATION & TEAMWORK
 INTERPERSONAL

Closed Looped-Communication

The sender sends a message, the receiver acknowledges it

by repeating the key parts back to the sender, and then the
sender confirms the acknowledgement.
COMMUNICATIONS & BRIEFINGS:
The master shall:

1. Lead a pre-departure briefing, which includes:

- Presentation of the route plan.
- Interaction with the bridge team.
- Setting of stipulated requirements.
- Identification of possible weak links on the route.
- Establishing standards and guidelines to be met
during the passage.
- Setting the environment for an effective team oriented
operation.
COMMUNICATIONS & BRIEFINGS:

The master shall:

….

2. Brief the pilot on the ship’s characteristics and

equipment using the pilot card.
3. Ask the pilot to present his route plan and give
information on local conditions.
COMMUNICATIONS & BRIEFINGS:

The team leader shall:

1. Demonstrate responsibility to brief and co-

ordinate operational factors with the team.
2. Establish an open, interactive and closed loop
communication style.
COMMUNICATIONS & BRIEFINGS:

3. During the voyage, brief the team on any

significant situations encountered.
4. During the voyage or as soon as possible
after the voyage, debrief the team on any
significant situations encountered.
COMMUNICATIONS & BRIEFINGS:
The team member shall:
1. Actively support and participate in all briefings and debriefings.
2. Ensure that good briefings and communications are used when changing over the
watch.
3. Actively participate in a working environment that supports effective
communications principles.
4. Should the principles of good briefings and communication not be used by the
master or pilot, the officer on watch should point this out in a diplomatic way so as
not to threaten the leadership or command.
BRIEFINGS AND DEBRIEFINGS:
One important area of communication is briefings.
The team leader sets the climate for the briefing.
The briefing sets the climate for the operation.
Say what you do, and do what you say!
BRIEFING GUIDELINES:

• make time
• open & friendly who should run?
• interactive
• define responsibilities
• closed loop
• keep on course

any more questions ?

THE DEBRIEFING SHOULD:

- Be a whole team affair,

- Cover positive and negative points
- Not blame individuals
- Be a positive learning experience
- Result in a plan for future improvements in
early detection and correction of errors
SOME TIPS ON DEBRIEFINGS:

1. as soon as possible
2. yourself first
3. positive & negative – learning experience
4. whole team
5. interesting
6. make plans based on the debriefing
FIVE MANAGEMENT STYLES AND THE
VARIOUS CHARACTERISTICS
MANAGEMENTS STYLES

The ideal manager is somebody who is very concerned with performance

but at the same time makes best uses of his bridge team. He uses Bridge
Resource Management tools.
TIGER - STYLE
MANAGEMENT

The concern of this

management style is very
high on performance and
very low on people or
human resources.
CHARACTERISTICS

Authoritarian style
One-way communication
Does not like challenges
Strong leader in crisis
One-man-band
EFFECTS OF THIS STYLE

 Quie, defensive bridge team members

 Poor communication skill
 Few challenges
 Decline in performances
 Morale low
PENGUIN-STYLE
MANAGEMENT

The concern of this

management style is very
low on performance but very
high on people or human
resources.
CHARACTERISTICS

 Uses too much unimportant

communication
 The challenge and response
is weak
 He is to supportive of bridge
team members
 Lower standards tolerated
EFFECTS OF THIS STYLE
 General lowering of professional
standards
 Low morale
 Little on the job training
 Low respect for the leadership
SNAIL STYLE OF
MANAGEMENT

The concern of this

management style is
both very low on
performance and on
people.
SNAIL STYLE OF MANAGEMENT
CHARACTERISTICS
•Sets standards too low
•Poor communication
•No authority
•Poor short term
strategy
SHEEP STYLE OF
MANAGEMENT
The concern of this
management style is not very
high and not very low on
performance and on people.
SHEEP STYLE OF
MANAGEMENT

CHARACTERISTICS
Sets standards low
Poor communication
Low authority
Very little improvement
DOLPHIN STYLE OF MANAGEMENT

the concern of this management style is both

very high on performance and on people.
DOLPHIN STYLE OF MANAGEMENT

CHARACTERISTICS
• good communications
•accepts challenges
•uses short term strategy
TEAM APPROACH

- aims to motivate ships officer especially the management level to train their
crew and develop their confidence.
WELLBEING

The efficient team members will be both mentally

and physically fit. Watch keeping is often seen as
being a passive role. Under certain low-key
situations this may be the case. The watch keeper
can then be considered to be in a situation requiring
only the maintenance of the present unstressed
situation.
 WELLBEING

This role changes dramatically in riskier situation,

requiring more forceful action to prevent a situation arising, not only
responding to mental wellbeing of a high standard.
MORALE
A demoralized team, or even demoralized members
of a team, are not going to produce a high standards
required to ensure the continuing safety of the ship.
Morale depends on a large number of factors, but
good team work and effective operation will be
enhanced if the teams members are clear as to their
role in the team, can see the results of their own
efforts, have their own deficiencies carefully
corrected and given credit when it is due.
WORKLOAD :

1. Pre-plan, anticipating too high or too low workload,

taking corrective actions to prevent their
development.
2. Use delegation to correct too high workload and too
low workload.
3. Set priorities to escape from an overload situation.
4. Manage the total workload (including that of the
pilot where relevant).
WORKLOAD :

5. Maintain workload at a reasonable level of activity

avoiding a false feeling of confidence and habitual
thinking.
6. Where relevant, reduce the pilot’s high workload by
all means available.
7. Use delegation as a method for training of
subordinates.
PREVENTION OF FATIGUE

STCW CODE STIPULATES THE BRIDGE TEAM :

Rest for a period of at least 10 hours
in any 24 hour period,
If rest taken in two separate periods, one
period must be at least 6 hours,
Total rest of not less than 70 hours is
provided during each seven day period.
STAKEHOLDERS IN SAFE AND EFFICIENT
OPERATION OF THE SHIP

The example of this is as follows:

LEVEL I - OOW and Look-

Out
LEVEL II - Master, OOW and
Look-Out
LEVEL III - Master, OOW,
Look-Out and Extra
Look-Out
LEVEL IV - Master, OOW, Extra
OOW, Look-Out,
Extra Look-Out
LEVEL V - Master’s Discretions
BRIDGE ORGANIZATION

INCLUDE PROCEDURES THAT :

Eliminate risk that an error of one person
may result in disastrous situation.
Emphasize necessity to maintain good look-out and
collision avoidance practice.
Encourage the use of all means of establishing ship s
position
BRIDGE ORGANIZATION

INCLUDE PROCEDURES THAT:

Make use of passage planning and

navigational system.
Ensure that all instrument errors are
known and correctly applied.

Accept a pilot as a valuable addition to a

bridge team.
EXCHANGE OF INFORMATION

In order to have a safe passage especially having pilot onboard, exchange of

information is a must to be performed onboard to avoid any accidents from
happening.
EXCHANGE OF INFORMATION

This topic will guide the ships officer how it

should be carried out. Minor information should
also be included no matter how small it is as long
as it concerns the passage and safety of the
vessel.
RECOMMENDED AND MANDATORY EXCHANGE OF
INFORMATION BETWEEN MASTER, OOW & PILOT

The master shall:

Lead a pre-departure briefing which includes:

Presentation of the route plan

Interaction with the bridge team
Setting of stipulated requirements
RECOMMENDED AND MANDATORY EXCHANGE
OF INFORMATION BETWEEN MASTER, OOW &
PILOT

Identification of possible weak links on the

route
Establishing standards and guidelines to
be met during the passage
Setting the environment for an effective
team oriented operation
RECOMMENDED AND MANDATORY
EXCHANGE OF INFORMATION BETWEEN
MASTER, OOW & PILOT

Brief the pilot on the ship’s characteristics and equipment using the pilot card.
Ask the pilot to present his route plan and give information on local conditions.
Demonstrate responsibility to brief and coordinate operational factors with the
bridge team and engine team
STANDARD OPERATING PROCEDURE

- Shipboard operational procedures

manuals supported by standing instructions based
upon the company’s navigation policy should
form the basis of command and control on
board.
STANDARD OPERATING PROCEDURE

• Master’s standing orders

• Bridge night order book
• SMS Manual
SSBT WITH BRM

FAMILIARIZATION WITH THE

BRIDGE EQUIPMENT