Teamwork is fundamental in our work life. When it comes to safety it is important that your team members back each other up all the time and will intervene if you are about to do an unsafe act. But what if you are the only rating on watch in the engine? Who should back you up? and how do we apply best practice in the organisation to meet this challenge?Read more >
Do many years of experience automatically give senior officers all necessary leadership skills? At our leadership courses we often hear the statement: “If I had known this before there were things I would have done differently”, and: “I will go back on board and apply these methods immediately”. This article tells about Jacek, a captain and participant at one of our leadership courses.
If you want to hear more about maritime leadership you are welcome to join our workshop on 25th October at Danish Maritime Days – read more here: http://www.green-jakobsen.com/why-us/join-our-workshops/ or here: http://www.danishmaritimefair.dk/leadership/
A constantly returning request from the participants enrolled in the Green-Jakobsen safety leadership courses is advice on how to cultivate/change crew safety behaviour and awareness. This article argues that leaders who are consciously capable of creating/showing unexpected, different, grotesque or even wrong actions can stimulate change. It also argues that the strongest change is achieved when humans are fully aware of their own actions, beliefs and perception.
Based on these beliefs and to help leaders develop these skills five simple behaviour change strategies will be presented.
For a long time it has been discussed how human behaviour – or rather human error – impacts the frequency, nature and level of incidents and accidents on board. But isn’t human behaviour also the reason for a very high level of operations where people are NOT getting hurt? Yes, humans are the strongest asset for being safe because they are able to adapt to changing conditions.Read more >
The million-dollar question to all the work Green-Jakobsen is involved in to improve the safety culture of shipping companies is: does it work? Do the many initiatives actually result in an improved safety culture of a company? Green-Jakobsen has worked closely with Seatrans Shipmanagement to improve the company’s safety culture. This article is a brief description of the course of events carried out, concluded by comments from the various Seatrans employees and observations made by a GL DNV auditor about the efforts and results achieved so far.Read more >
How do we gather and manage data relating to human performance and behaviour, which are ‘uncountable’ subjects? This articles follows up on the previous article ‘The art of measuring safety performance’ and describes typical challenges we face when trying to gather, process and present safety (behaviour) performance data. It also suggests a few methods believed to help shipping companies manage this challenge.Read more >
Why do we still experience serious incidents when doing standard operations? Because we forget the process and only look at the results!Read more >
To help safety leaders develop own and others’ safety leadership skills this article introduces the Green-Jakobsen Safety I’s model™. In short the overriding purpose of the model is to provide shipping companies and its safety leaders with 5 safety culture virtues. Find out what those 5 virtues areRead more >
When it comes to changing safety performance, safety behaviour is an unavoidable aspect to address. In order to achieve company safety goals a change in behaviour is often required. This article tells you what to look for when you observe behaviour and gives the definition of good safety behaviour.Read more >