22 I SAFETY4SEA Log I March 2024 I ISSUE 90 safety4sea.com notion that despite having intelligent individuals within an organization, the effectiveness of teams and the organization as a whole may still be compromised due to dysfunction. In this context, the concept of performance is defined by three levels: individual performance, team performance and organizational performance. The two parameters of human performance The practical lesson gleaned from the data on surgeons underscores the necessity of adopting a holistic approach to evaluating human performance. Rather than solely focusing on individual capabilities, it is crucial to consider the interplay of team dynamics and organizational factors. Even highly skilled individuals may see their effectiveness compromised if they are unable to collaborate effectively within their team or if there is a lack of cohesion within the organization. Rather than evaluating performance simply on how well a job is done, it would be more beneficial to evaluate performance based on two parameters: the first parameter should be based on how well the individual does the job, while the other parameter should be focused on how much individuals like each other. Psychological safety and social reflectivity The concept of social reflectivity, or psychological safety, is a crucial factor in human performance. A focus on how well team members work with each other, in addition to how well they perUNLOCKING HUMAN PERFORMANCE: KEY AREAS TO FOCUS ON One of the main aspects one must understand is that human performance is not a linear progression but is influenced by changing contexts. There is a common misconception that people keep getting smarter overtime due to more education, training, and practice, but this is not quite true. For instance, while practice is known to enhance proficiency over time, individual performance is also heavily influenced by team dynamics. Take the medical profession as an example: Surgeons' performance is not solely determined by their experience but also by the cohesion and effectiveness of the teams they work with. Research demonstrates this phenomenon clearly: When new surgeons operate, the mortality rate stands at 1%. With increased experience, this rate decreases to 0.25%. However, when surgeons transition to new hospitals with unfamiliar teams, the mortality rate reverts back to 1%. Changing teams could lead to a decline in performance, emphasizing the importance of considering contextual factors. Changing teams is a persistent challenge for the maritime industry, as individuals have to work with a new group of people every time they board a new vessel. Three performance levels Low performance is not necessarily the fault of the individual. Within any organization, we can have intelligent individuals but still have dysfunctional teams and organisations. This is the ‘gangway rule’ that underscores the During the 2023 SAFETY4SEA Athens Forum, Erik Green pointed out that human performance is context dependent. Erik Green went on to explain that developing human and safety performance requires that we focus on collective intelligence which is strengthened when people experience psychological safety. Erik Green Managing Director and Partner, Green-Jakobsen OPINION
RkJQdWJsaXNoZXIy MTUxOTY2