Bridge Resource Management

摘要

The examples in both tables have to be seen as the peak of an iceberg, since many accidents are not reported by the master or the company, not investigated by the flag state or the results of the investigations are not published. The case studies show that the mentioned sea accidents could have been prevented with a sophisticated BRM. The principles of BRM and BT are not worthless because on some feeder-vessels only a master and mate are to be found, which have naturally great difficulties to adhere to these principles. The masters and officers have to establish BRM in their own interest, in order to: 1. Base decisions on facts, knowledge and on the rules of good seamanship and not on assumptions and believes, 2. Eradicate bad habits like carelessness and superficial behaviour, to overcome individualism (one-man-show), to create the necessary structures for team work and thereby prevent mistakes, errors and misunderstandings early and enable the BT to carry out corrective actions in time to prevent a sea accident, 3. Establish and maintain teamwork on navigation of the vessel, independent of the existing circumstances, problems and dangers. ATSB wrote in the investigation report to the grounding of the Doric Chariot: Fully utilising all the assets, particularly the human assets on a ship's bridge, reduces the risk of a one person accident. The basis of BRM is to maximise the involvement and contribution of all persons on the bridge, utilising the skills and experience of the ship's staff and a pilot, if embarked, together with the ship's equipment to their best effect. BRM is now an accepted system for reducing risk factors and increasing the safety and efficiency of navigation. The key to effective BRM is communication between all the parties involved and in order that every member of the team has a clear understanding of his duties and responsibilities and of those of the other members of the team.