During the SAFETY4SEA Hamburg Forum 2024, Charles Watkins, CEO, Mental Health Support Solutions GmbH, focused on cultivating a supportive and effective environment of psychological safety. Building on this foundation, Watkins delved into the significance of actively inviting engagement and cultivating trust among the crew.
A Harvard professor conducted a study comparing the performance of tram operators and hospital teams worldwide, focusing particularly on surgical teams where errors can have critical consequences. Initially, the hypothesis was that the best-performing teams would make the fewest mistakes. However, the surprising outcome of the investigation revealed that the most successful hospital teams actually made the most mistakes. This discovery initially puzzled the researcher. It was later understood that these highly successful teams have a unique approach: they openly discuss and learn from their mistakes at every stage, using them as opportunities for growth and improvement.
This highlights the fundamental importance of creating an environment where individuals feel safe to voice their concerns about safety onboard vessels. Many people refrain from speaking up due to fear and a lack of psychological safety. They are unsure of how to foster this environment and often feel it’s absent. Ultimately, psychological safety is a critical factor that impacts crew members’ willingness to communicate safety issues worldwide.
What do we do to create an environment that deals with this so effectively, like in a hospital setting?
I used the example of healthcare because it’s similarly intense and complex, with inherent risks, much like the shipping industry. In healthcare, if you’re visibly injured, people will immediately offer assistance and care. However, when someone is struggling emotionally, like feeling depressed, we often accept a superficial response of ‘I’m fine’ without further inquiry or support.
Onboard ships, fostering psychological safety means actively reaching out to colleagues, acknowledging when they’re not okay, and offering support without waiting for them to speak up. Leaders play a crucial role in setting this tone from the start, inviting open communication, and emphasizing a proactive approach to addressing issues. How leaders respond to mistakes is critical, showing understanding and avoiding blame or harsh language encourages crew members to speak up and prevent problems before they occur. The choice of words also matters greatly, using supportive language rather than language that implies authority or blame can significantly impact the effectiveness of communication and safety culture.
#1: Setting the stage: Expectation setting: “Healthcare by its very nature is a complex error-prone system.” Especially dimension problems and failures.
#2: Inviting engagement: It’s about the wording: Was everything as safe as you’d like it to be vs. …?
#3: Responding productively: Feedback culture and reactions. You get mad or angry; you may not hear from that person again. Let’s not regulate our voices through fear.
Consider offering micro rewards when giving feedback to encourage individuals to excel in their careers. In every feedback conversation, it’s crucial to highlight what you appreciate about their work and acknowledge their contributions. This recognition is essential for individuals to feel valued and understood. By demonstrating that you recognize their strengths and identify areas for improvement, you create a constructive feedback environment. Reflecting on past feedback experiences, we understand the importance of being appreciated and receiving actionable insights for growth.
In an industry, it is often challenging for individuals in lower ranks to speak up due to hierarchical structures and diverse cultural perspectives on authority and respect. The complexities of navigating these differences can further hinder open communication. To foster a safer and more supportive shipping environment, we must acknowledge and address these dynamics. Encouraging a culture where all voices are valued and respected is crucial. Studies highlight the struggle faced by lower-ranking individuals in expressing concerns to higher-ups, underscoring the need for proactive efforts to promote inclusivity and empower every member of the crew to voice their observations and concerns without fear of reprisal. This shift towards open dialogue and mutual understanding is essential for creating a positive and effective maritime industry for the future.
The views presented are only those of the author and do not necessarily reflect those of SAFETY4SEA and are for information sharing and discussion purposes only.
Above article is a transcript from Charles Watkins’s presentation during the 2024 SAFETY4SEA Hamburg Forum with minor edits for clarification purposes.
Explore more by watching the video presentation herebelow
