Causes of and Preventive Measures for Complacency as Viewed by Officers in Charge of the Engineering Watch

Abstract

Complacency has been recognised as a cause of maritime accidents, and there is a need to develop and execute relevant preventive measures. The effectiveness of preventive actions depends on the contribution of the seafarers. Therefore, the purpose of this study was to identify causes and elicit proposals for preventing complacency by officers in charge of the engineering watch. A total of 63 Croatian engineering officers participated in four deliberative workshops, facilitated by an expert in the teaching of leadership and management. As causes of complacency, intensive workload, poor knowledge/understanding of the equipment, steep authority gradient, lack of collaboration, poor communication, efficiency-thoroughness trade-off, crewing strategies, and lack of organisational justice were identified. Efficient training on workload management, adequate familiarisation, reporting issues with technology, producing one’s own manuals, more effective leadership courses, more emphasis on non-technical skills as criteria for a promotion, joint workshops on teamwork for land-based managers and seafarers, open and objective performance evaluation, and direct communication between land-based managers and seafarers were proposed as feasible preventive measures. Human-centred design and standardisation of the equipment were evaluated as unlikely to be feasible. Some practical implications from the findings were discussed.

Human Factors Considerations in Satellite Operations Human-Computer Interaction Technologies: A Review of Current Applications and Theory

“…The research referenced an overreliance on automation as a leading cause of technology complacency. Furthermore, leadership complacency may increase the risk of complacency in the same manner as poor team dynamics, toxic hierarchy, and steep authority gradient, as seen in aviation sources [31]. Leadership complacency occurs when the leader or manager possesses an inadequate leadership style.…”

“…Complacency research pertaining to maritime shipping operations identifies similar outcomes, which serves to highlight Dupont's "Dirty Dozen" [4,30]. Attempting to fill gaps in maritime research, Bielic et al [31]studied technology, leadership, management, and self-induced complacency during their study of complacency in maritime accidents. Bielic et al [31]cite research by Turan et al [30], who found that over 80% of maritime shipping incidents were attributable to human or organizational error, of which 6% could be attributed to complacency.…”

“…Attempting to fill gaps in maritime research, Bielic et al [31]studied technology, leadership, management, and self-induced complacency during their study of complacency in maritime accidents. Bielic et al [31]cite research by Turan et al [30], who found that over 80% of maritime shipping incidents were attributable to human or organizational error, of which 6% could be attributed to complacency. The research referenced an overreliance on automation as a leading cause of technology complacency.…”

The Role of the Human Factor in Marine Accidents

“…Human error accounts for about 80-85% of all marine accidents [6]. Since new technologies have been introduced in maritime transport lately, some of the factors that can lead to human error are technology complacency and over-reliance on technology [7,8]. Human factors, shown as the basis of marine accidents, cover all actions revealing the relation between people and machines [9].…”

Safety Leadership as a Means for Safe and Sustainable Shipping

“…The ship masters' opinion is that leaders are created through experiences and situations, and their efficacy depends on their relationships with subordinates. Intensive workload, poor understanding of the equipment, a steep authority gradient, lack of collaboration, poor communication, and crewing strategies are considered as contributory factors for the occurrence of complacency within shipboard engineering teams, as argued by Bielić et al [24]. Leadership complacency is one of the complacency categories, and it develops due to the leader's poor communication skills and inadequate leadership style.…”