Human Factors and Interpersonal Relationship

UNIT 3 HUMAN FACTORS AND INTERPERSONAL RELATIONSHIP

Structure
3.1 32 3.3 3.4 3.5 3.6 3.7 3.8 3.9 Introduction
Objectives

Understanding of Human Factors Reasons for Variation in Human Performance Role of Human Error in Accidents Importance of Developing Human Development Skills Importance of Effective Interpersonal Relationships Building and Maintaining Harmonious and Productive Relationships with People on Board Handling Relationships in a Hierarchical Environment Summary

3.10 Answers to SAQs 3.11 Key words 3.12 References

3.1 INTRODUCTION
Todays ship systems are technologically advanced and highly reliable. Although the international shipping industry remains one of the most technically vibrant and innovative businesses in the world today, as we move into the 21st Century, the focus for those who are concerned with safety at sea is being placed ever more sharply on all aspects of human behavior. Why? In this unit, we shall look at the human factors which influence performance of professional duties. Would you like to create a perfect world? No cliques No fights No revenge No grudges Get What You Want, When You Want It, And From Whom You Want It... Including The Difficult People You Come Across On A Daily Basis. Ever given a thought how?

Objectives
After studying this unit, you should be able to describe the importance of understanding of human factors, know the reasons for variation in human performance, understand role of human error in accidents, and know the importance of developing human development skills. explain the importance of effective interpersonal relationships, build and maintain harmonious and productive relationships with people on board, and handle relationships in a hierarchical environment. 45

English and Human Factors

3.2 UNDERSTANDING OF HUMAN FACTORS

The study of human factors is devoted to understanding human capabilities and limitations. This includes applying this information to design equipment, work environments, procedures, and policies that are compatible with human abilities. In this way we can design technology, environments, and organizations that will work with people to enhance their performance, instead of working against people and hinder/bring down their performance. This kind of human-centered approach (that is, adapting the system to the human) has many benefits, including increased efficiency effectiveness and morale and, decreased errors accidents, training costs, personnel injuries and lost time.

3.3 REASONS FOR VARIATION IN HUMAN PERFORMANCE

The maritime system is a people system. People interact with technology, the environment, and organizational factors. Sometimes the weak link is with the people themselves; but more often the weak link is the way that human, technological, organizational, or environmental factors influence the way a human being performs. These linkages are shown in Fig. 3.1.

People People Technology Technology Environment Environment

Organization Organization

Figure 3.1: Interactions of people

Figure 3.1: Interactions of People Let us look at each of these factors in some detail. In the maritime system this could include the ships crew, pilots, dock workers, Vessel Traffic Service operators, and others. The performance of these people will be dependent on many traits, both innate and learned which include their: Knowledge Specific information and understanding of the job/role or the technology one is working with, is an important factor influencing human performance. Skills The proficiency, facility, or dexterity that is acquired or developed through training or experience, i.e. a talent or ability that has been developed by putting knowledge into practice.

46

Human Factors and Interpersonal Relationship

Abilities Abilities refer to an individuals natural or acquired mental or physical power to accomplish the job assigned to him/her. Memory Memory refers to the process of reproducing or recalling what has been learned. In context of human performance it means an individuals ability to recall what was learned through training or experience and apply it in ones job. Motivation A learned behaviour occurs only if it is energized/ backed by a reason; that which gives purpose and direction. Both observation and research show that motivated employees are more productive. Alertness In the merchant navy, alertness is an important determinant of human performance. The nature of the job requires an individual to be watchful and quick in perceiving and responding to danger or emergency.

Human Factors As human beings, we all have certain abilities and limitations. For example, human beings are great at pattern discrimination and recognition. There isnt a machine in the world that can interpret a radar screen as perfectly as a trained human being can. On the other hand, we are fairly limited in our memory capacity and in our ability to calculate numbers quickly and accurately machines can do a much better job. In addition to these inborn characteristics, human performance is also influenced by the knowledge and skills we have acquired, as well as by internal regulators such as motivation and alertness. Organizational Factors Both crew organization and company policies affect human performance (Fig.3.2).

Organizational Factors Work Schedules Training Communication Hierarchy and Structure of Team Safety Culture

Human Performance Fatigue Knowledge and Skills Work Practices Teamwork Risk-Taking

Figure 3.2: Organizational Factors and Human Performance Interlink

Crew size and training decisions directly affect crew workload and their capabilities to perform safely and effectively. A strict hierarchical command structure can inhibit effective teamwork, whereas free, interactive communications can enhance it. Work schedules which do not provide the individual with regular and sufficient sleep time produce fatigue. Although each member of the team has specific duties to perform, there are certain times when it is difficult to fully pre-plan tasks into a set time schedule. For instance, when the ship is in port and there is time pressure to complete operations as quickly as possible, the usual daily routine followed on board will be disrupted and all on board may find themselves working at odd and long hours. Very often, the route of the ship and the time between ports is also planned at short notice so the team may not be aware of the plan for a few months 47

English and Human Factors

down the line. This uncertainty may effect an individuals performance and then an individual needs to learn to adapt to the changing and unpredictable environment. The hierarchy and structure on board can play a major role in performance. With an encouraging and supportive team, the opportunity to learn and improve is greatly enhanced. However if the rest of the team is also overworked and burdened, then the onus to take the initiative to learn lies more with the individual. Company policies with respect to meeting schedules and working safely will directly influence the degree of risk-taking behaviour and operational safety. Environmental Factors The environment affects performance too. By environment we include not only weather physical work environment (such as lighting, noise, and temperature), but also the regulatory and economic climates. The physical work environment directly affects ones ability to perform. For example, the human body performs best in a fairly restricted temperature range. Performance will be affected at temperatures outside that range, and fail altogether in extreme temperatures. High sea states and ship vibrations can affect locomotion and manual dexterity, as well as cause stress and fatigue. Tight economic conditions can increase the probability of risk-taking (e.g., maintaining the schedule at all costs). Technological Factors Finally, the design of technology can have a big impact on how people perform. For example, people come in certain sizes and have limited strength. So when a piece of equipment meant to be used outside is designed with data entry keys that are too small and too close together to be operated by a gloved hand, or if a cut-off valve is positioned out of easy reach, these designs will have a detrimental effect on performance. Automation is often designed without much thought to the information that the user needs to access. Critical information is sometimes either not displayed at all or else displayed in a manner which is not easy to interpret. Such designs can lead to inadequate comprehension of the state of the system and to poor decision making.

SAQ 1
(a) (b) (c) What do you understand by human factors? What are the benefits of adopting human centered approach? What are the factors that affect human performance on board the ship?

3.4 ROLE OF HUMAN ERROR IN ACCIDENTS

Over the last 40 years or so, the shipping industry has focused on improving the ships structure and the reliability of ship systems .This has to reduce casualties and increase the efficiency and productivity. We have seen improvements in hull design, stability systems, propulsion systems, and navigational equipment. Todays ship systems are technologically advanced and highly reliable. 48

Human Factors and Interpersonal Relationship

Yet, the maritime casualty rate is still high. Why is it that, with all these improvements, we have not significantly reduced the risk of accidents? It is because the ship structure and system reliability are a relatively small part of the safety equation. The maritime system is a people system, and human errors figure prominently in casualty situations. About 75-96% of marine casualties are caused, at least in part, by some form of human error. Studies have shown that human error contributes to: 84-88% of tanker accidents 79% of towing vessel grounding 89-96% of collisions 75% of fires and explosions

As you can see, while human errors are all too often blamed on carelessness or lack of attention or mistakes on the part of the operator, more often they are symptomatic of deeper and more complicated problems in the total maritime system. Human errors are generally caused by technologies, environments, and organizations which are incompatible in some way with optimal human performance. These incompatible factors set up the human operator to make mistakes. So what is to be done to solve this problem? Traditionally, management has tried to either cajole or threaten its personnel not to make errors and proper motivation could somehow overcome inborn human limitations. In other words, the human has been expected to adapt to the system. This does not work. Instead, what needs to be done is to adapt the system to the human.

SAQ 2
(a) (b) (c) Do you think that human beings contribute to the marine accidents? If yes how? What can be the ways by which accidents caused due to human errors can be minimized? What are the causes of human errors?

3.5 IMPORTANCE OF DEVELOPING HUMAN DEVELOPMENT SKILLS

Human beings possess the tendency of learning by listening, seeing and experiencing lifes events. Though their aptitude to perform is based on their knowledge, skill and attitude, all these can be learnt to an extent. Likewise Human Development Skills can be developed too. The importance of developing a safety culture throughout the maritime transport chain is recognized by all IMOs (International Maritime Organisation) Member States. Nevertheless, there are significant differences in their abilities to make the necessary institutional change, which is why the IMOs technical co-operation mission, designed to help developing countries improve their ability to comply with the international rules and standards, is focused on human resource development, with the emphasis on training and institutional capacity-building. Specific technical co-operation activities include, for example, the provision of technical and legal advisory services, needs assessments, the delivery of national, regional and global workshops, seminars and training courses and the preparation of model legislation.

49

English and Human Factors

There is no doubt that a safety culture must deal with the concept in its broadest possible sense. The safety of ships and of ships personnel is certainly the most obvious consideration but the protection of the marine environment is also a key issue. There are many areas where the industry can improve safety and performance through the application of human factors principles. The problems are stress, inadequate communication and coordination between pilot and bridge crew, and inadequate technical knowledge (especially of radar). Below are summaries of these and other human factors areas that need to be attended to in order to prevent casualties. Stress This is an important cross-modal issue, in need of improvement in the maritime industry. Stress can be due to personal and professional reasons. Developing the skills for managing anger and stress is essential for success in this profession. Stress and fatigue can cause lack of situational awareness which can be really fatal at times. Mismanagement of Time This is also a common problem on ships that are highly technical, advanced and evolved but have fewer or limited manpower. With the increasing pressure on individuals to accomplish their tasks within stipulated time, people tend to forget task prioritization which may result in improper time management. This then results in poor planning and organizing capabilities leading to accidents, mishaps and near misses. Inadequate Communications Another area for improvement is communications among shipmates, between masters and pilots, ship-to-ship, and ship-to-VTS. 70% of major marine collisions and allisions occurred while a State or federal pilot was directing one or both vessels. Better procedures and training can be designed to promote better communications and coordination on and between vessels. Effective communication skills include better interpersonal relationship, listening skills and transmitting skills, giving and taking feedback. Lack of Motivation and Positive Attitude People tend to lose their motivational level due to long and routine working hours. They also start missing their near and dear ones. Constant efforts for maintaining positive frame of mind by being ones own support system is required. Due to low moods and frustration, people at times tend to lose their focus, the results of which are highly risk prone. Lack of Teamwork At times, coordination amongst people from varied departments and also within the same department is poor. This leads to misunderstandings and results in a situation where tasks and individuals are not in alignment with the group objective. This can happen due to multiple reasons. Regular training and drills can provide improvement in teamwork. The training should involve people from deck, engine and crew to gain maximum results. Decisions based on Inadequate Information Mariners are charged with making navigation decisions based only on available information which may be inadequate. Too often, we have a tendency to rely on either a favoured piece of equipment or our memory. Many casualties result from the failure to consult available information (such as that from radar or an echosounder). In other cases, critical information may be lacking or incorrect, leading to navigation errors (for example, bridge supports often are not marked, or buoys may be off-station). Faulty Standards, Policies, or Practices

50

Human Factors and Interpersonal Relationship

This is an oft-cited category and covers a variety of problems. Included in this category is the lack of available, precise, written, and comprehensible operational procedures aboard ship (if something goes wrong, and if a well-written manual is not immediately available, a correct and timely response is much less likely). Other problems in this category include management policies which encourage risk-taking (like pressure to meet schedules at all costs) and the lack of consistent traffic rules from port to port. Poor Maintenance Poor maintenance can result in a dangerous work environment, lack of working backup systems, and crew fatigue from the need to make emergency repairs. Poor maintenance is also a leading cause of fires and explosions. The marine environment is not a forgiving one. Currents, winds, and fog make for treacherous working conditions. When we fail to incorporate these factors into the design of our ships and equipment, and when we fail to adjust our operations based on hazardous environmental conditions, we are at greater risk for casualties.

SAQ 3
(a) (b) (c) (d) What are some of the most important human factors challenges facing the maritime industry today? List some areas that can be improved by skills on human development? Try to recognize your own areas needing improvement. How do you plan to work on correcting your weaknesses? Is there any clause in IMO for Human Resource Development? If yes what does it say?

3.6 IMPORTANCE OF EFFECTIVE INTERPERSONAL RELATIONSHIPS

Why do you work on board the ship? You work for money, travel, adventure and other benefits, of course. But, once you are making an adequate living and your basic needs are met, you start expecting that more needs would get fulfilled. Surveys of employed people demonstrate that people want challenges in their work. They want appreciation from people they hold in esteem. They want their superior to notice when they do more than is expected. People want to attain their own social needs for which they need to build interpersonal relationships with others on board the ship. For this they want to have allies in their work place too. People with whom you share a good relationship are likely to support your views and causes. Colleagues and team workers do not compete with others in an environment of mutual trust and regard; they become each others allies. With healthy interpersonal relationships, team members provide assistance and often, friendship to each other. They help solve problems, provide advice, act as a sounding board when you need a listening ear and offer a different perspective so you can view your organization more broadly. A very important role of an ally for a newcomer on board the ship can be to guide the person for the nuances of appropriate actions and behaviour.

51

English and Human Factors

SAQ 4
(a) (b) Did you take into account the kind of interpersonal skills that you possess? If yes, can you list them here? Why do you think it is important to have good interpersonal relationships on board the ship? OR Are interpersonal skills important? Why?

3.7 BUILDING AND MAINTAINING HARMONIOUS AND PRODUCTIVE RELATIONSHIPS WITH PEOPLE ON BOARD
Healthy Interpersonal Relationships amongst the team members ensure safe operations and security of people and vessels. It fosters growth of the individual as well as the team. Whether your relationship is with your superior or a co-worker, you want to make your interpersonal relationships and communication positive, supportive, clear and empowering. With this in mind, here are important techniques that will help you develop good interpersonal relations with your colleagues, superiors and team members: Effective communication forms the foundation for a positive work alliance. You need to be able to tell your team members what you need and listen deeply to what they need. Try to empathize with the other person. Nix politics and political discussion at work. In an industry that honours diversity, every persons politics, religious beliefs, and opinions about nonwork issues, as far as possible should not be breached. Freedom of expression is good in the workplace but a particular set of beliefs, political discussion potentially causes conflict and hard feelings, so avoid them. Start with similarities, not differences, among people when you build relationships. Effective work relationships on board the ship are critical for your success. If you start by recognizing the ways in which you are similar to your team members, you will build a base of understanding and acceptance that will withstand the sometimes stormy times when your differences come to the forefront. Trust is the basis for much of the environment you want to create in your work place. Trust is the necessary precursor for being able to rely upon a person, cooperating with and experiencing teamwork with a group, taking thoughtful risks, and experiencing believable communication. Appreciatively consider the feedback that you get from your seniors and other team members. Try to control your defensiveness. Summarize and reflect on what you hear. Your feedback provider will appreciate that you are really hearing what they are saying. Treat everyone with respect. Display unconditional positive regard for others, no matter what their position is. Exhibit total professionalism. Never participate in gossip, in discussion, criticism behind peoples backs. People will trust you and know that what they tell you is safe in your hands. Strong relationships work when trust is present. When working, always put forth your best efforts. Be the person who is willing to do extra to strengthen the teamwork and the outcome.

52

Human Factors and Interpersonal Relationship

Give in on little decisions, or the decisions that appear to be much more important to the colleague. Youll more easily gain support for the decisions that are important to you. Keep your promises. If you say you will do something, do it. People need to depend upon you and the deadlines to which you commit. Again, it is a matter of developing trust. Resolve any conflicts or disputes at your earliest opportunity. Unresolved conflict undermines healthy relationships. Demonstrate professional courage and speak up early. Be an ally. Support your colleagues ability to accomplish his mission, too. Give credit for ideas and solutions.

Relationship building is a delicate process that can easily go astray. It takes time, effort, commitment and sometimes not getting what you want. But, if you want to accomplish this task, assuming that your mission is positive and congruent with your organizations mission, you must have good interpersonal skills.

SAQ 5
(a) (b) (c) (d) Without healthy interpersonal relationships, a safe journey and successful accomplishment of professional objectives is not possible. Justify. How should you encourage others to give you feedback? What are your strengths that enable you to build and maintain effective interpersonal relationship with your team members? What are the areas where you feel you have to make efforts for improving your interpersonal skills?

3.8 HANDLING RELATIONSHIPS IN A HIERARCHICAL ENVIRONMENT

On board the ship, organizational structure follows a hierarchical system where ranks are distinguished from each other. There are three main departments of the ship the deck, the engine and the service department, differentiated from each other on the basis of the functions these respective departments perform. The work environment is marked by authority and chain of command. In such a system, interpersonal relationships cannot be absolutely informal, as regard for the structural work environment is a must. Apart from practising the above mentioned tips and techniques, a few other aspects have to be considered while building interpersonal relationships which are as follows: Dont ignore the chain of command. If C/O has already assigned you a job and while it is still incomplete you are given a task by the Captain, dont ignore either of the two. Analyze whose job requires priority and communicate to the other person accordingly about the status of the work. Set your limits right. Use your commonsense to assess which issue to share with others and which need not be discussed with others.

53

English and Human Factors

Never back-stab or blind-side anyone. If you have a problem with an individuals actions, talk to him directly. Dont talk to his or your immediate superior because if that is the first person your ally hears from about a problem, you have blown the most fundamental understanding of an alliance. If you let your ally down, you could spend years redeveloping the relationship. Be available to listen, to strategize and to occasionally spend time together keeping in mind that you are not ignoring your assigned tasks. Make sure you are not forming an exclusive club that the rest of the people will fear and resent. When an argument or disagreement of opinion occurs and you find yourself becoming defensive or hostile, practice stress management techniques such as taking a deep breath and letting it out slowly. If you really disagree, or are angry upset, and want to disagree with the other persons opinion, wait until your emotions are under control to reopen the discussion. If you get a negative feedback from others and you disagree with it, focus on understanding the feedback given by questioning and restating the content. This usually defuses any feelings you have of hostility or anger.

SAQ 6
(a) (b) (c) What are the important aspects that you have to keep in mind while building relationships on board the ship? How can you control your anger and resentment when you disagree with a senior officer? How would you deal with negative feedback?

3.9 SUMMARY
This Unit has introduced the concept of human error. We have seen that human error (and usually multiple errors made by multiple people) contributes to the vast majority (75-96%) of marine casualties, making the prevention of human error of paramount importance if we wish to reduce the number and severity of maritime accidents. Many human errors were described, the majority of which were shown not to be the fault of the human operator. Rather, most of these errors tend to occur as a result of technologies, work environments, and organizational factors which do not sufficiently consider the abilities and limitations of the people who must interact with them, thus setting up the human operator for failure. Human errors can be reduced significantly. Certain areas which can be improved by developing human development skills have been recognized and it has been suggested that one works on identifying and improving them. This unit has explained the importance of interpersonal relationships. So it also explains in detail the ways and means of maintaining and developing effective interpersonal relationships in a professional environment on the ship. 54

Human Factors and Interpersonal Relationship

The organizational structure of a ship has been briefly described and the care that needs to be taken while handling relationship in such an environment has been discussed at length.

3.10 ANSWERS TO SAQs

SAQ 1 (a) (b) (c) SAQ 2 (a) (b) Attempt yourself To reduce human errors (c) Management needs to be strict to the personnel who commit errors. This sets up an example. Need to adapt the entire marine system to meet the requirement of human factor. Causes of human errors SAQ 3 (a) Elaborate the given points. Human factors challenges facing maritime industry are: (i) Stress; (ii) Mismanagement; (iii) Lack of communication; (iv) Lack of motivation teamwork; (v) Inadequate information which would affect decisions; (vi) Poor Maintenance and Inferior standards. (b) (c) SAQ 4 (a) (b) Attempt yourself Interpersonal Relationship is important SAQ 5 (a) For successful accomplishment of professional objectives the existence of healthy interpersonal relationship is very essential. Some requirements are: 55 For Friendship For Assistance For Healthy relationship For Appreciation To fulfil and attain your social needs Help to solve problem Provide Advice Attempt yourself Attempt yourself Carelessness Lack of attention Other reasons related to technologies environment, organization etc. Answer given in 5.2 section Benefits of adopting human centered approach increases efficiency, Effectiveness decreases errors and accidents. Write about human factors, organizational factors technological, environmental factors briefly.

English and Human Factors

(i) (ii) (iii) (iv) (b) (c)

Positive and conqential work atmosphere Freedom of expression Trust and Respect for co-operation from co-workers Total professionalism

Give benefits of good interpersonal relationship given in the answer of question To encourage others to give you feedback we should (i) (ii) (iii) Show trust and faith Be appreciate Summarize the feedback you get

(d) (e) SAQ 6 (a)

Attempt yourself Attempt yourself Interpersonal relations on board can not be totally informal. There exist a hierarchical system which needs to be followed apart from the structural work environment that needs to taken into account. Some of the aspects one needs to keep in mind to build relationship on board the ship. (i) (ii) (iii) (iv) Acknowledge the chain of command and follow it Set your limits Always talk to the person concerned in case of a problem and get thing clarified immediately to avoid misunderstanding. Be a good listener analyze, strategize spend time with others be open to all

(v) In case of a disagreement dont allow yourself to become hostile defensive practice stress management and wait for your emotions to come under control (vi) In case of negative feedback assess the feedback with a cool mind. (b) To control anger practice (c) Stress management techniques wait for your emotions to come under control Be focussed, understanding assess the feedback given by questioning and restating the content of the feedback.

To deal with negative feedback

3.11 KEY WORDS

Empathy rstand him. Authority : The rights inherent in a rank or position to give orders and which expect the orders to be obeyed. : Empathizing means putting yourself in the other persons shoes to unde

56

Human Factors and Interpersonal Relationship

Chain of Command

The unbroken line of authority that extends from the top of organization to the lowest rank and clarifies who reports to whom.

3.12 REFERENCES
http://humanresources.about.com/od/workrelationships/ http://jwit.webinstituteforteachers.org/~awasser/webquests/ Organization Behaviour, 10th ed. by Stephen Robbins, published by: Pearson Education Singapore Pte.Ltd. Copyright 2004.

57