Human performance in focus: Transforming maritime safety through trust and learning

When something goes wrong, there is often a tendency to attribute the cause to human error, with the assumption that “people are the problem”. Consequently, the response often focuses on modifying behavior through stricter adherence to procedures, additional training, and more rules. This approach can create a cycle of compliance reinforced by rewards or punishments, fostering a culture of fear and extrinsic motivation.

This cycle stifles learning and discourages speaking up, perpetuating the belief that people are “indeed the problem”. However, psychological safety offers an alternative perspective. Psychological safety is not a new concept—it has been around for some time—but it remains underappreciated in the maritime industry.

In 1999, Amy Edmondson, a renowned researcher, defined psychological safety in the workplace as “the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking”. When psychological safety is high, it directly correlates with a safer and more open environment. Without this foundation, day-to-day operations risk falling into a pattern where underlying issues remain unaddressed until an incident occurs.

To achieve a high psychological safety understanding the reasons for an organisational drift is important for Operational Learning. Having conversations with the workforce to understand what processes (some workarounds that are adopted)  enable successful outcomes 99% of the time because workers often navigate complexities and challenges effectively. In other words, what is the gap between—work as imagined versus work as done helps to understanding their practices  unlocking valuable insights.

To address organizational drift, the industry must transition from traditional safety management—focused on controlling behaviors and eliminating errors—to a model that emphasizes understanding how work is actually performed. This approach promotes operational learning, enhancing resilience and adaptability.

Creating trust at the frontline is essential to this shift. Organizations can achieve this by:

• Empowering workers to actively participate in safety management.
• Recognizing the valuable knowledge and insights workers possess about hazards and risk mitigation.
• Fostering a culture of trust, collaboration, and continuous learning, rather than relying solely on rules and procedures.

This cultural shift transforms the belief from  “people are the problem” to the recognition that “people are the solution.” By focusing on relationships and inquiry, organizations can build trust, foster psychological safety, and cultivate an intrinsic safety culture where resilience thrives.

Capt Kunal Nakra also shared with the audience the importance of five Human and Organizational Principles (HOP) :

1. People Make Mistakes (Error is Normal): Mistakes are a natural part of being human.
2. Blame Fixes Nothing: Blame does not improve operational efficiency; it discourages disclosure of critical data.
3. Learning and Improving are Vital: Choosing to learn from both failures and successes is essential for strategic improvement.
4. Context Drives Behavior: The conditions under which work is performed significantly influence worker behavior.
5. How Leaders Respond Matters: Constructive responses enable improvement.

He believes that embracing these principles will allow organisations to create a culture of trust, learning, and collaboration, fostering a resilient and adaptive safety culture.

Above article has been edited from Capt. Kunal Nakra’s presentation during the 2024 SAFETY4SEA Singapore Forum.

Explore more by watching his video presentation here below

The views presented are only those of the authors and do not necessarily reflect those of SAFETY4SEA and are for information sharing and discussion purposes only.