Context Drives Behavior Parts 1 and 2
Summary
TLDRThe script depicts a maritime incident aboard a ship where a technician falls overboard due to an unsafe ladder. The crew grapples with the aftermath, including dealing with disciplinary actions and the urgency of meeting deadlines. The narrative shifts to a discussion on workplace culture and leadership, emphasizing the importance of prioritizing employee well-being and safety over production pressures. It concludes with a call for leaders to recognize the impact of organizational context on individual behaviors and decisions, advocating for a safer work environment.
Takeaways
- 🚢 The script revolves around a maritime incident where a technician falls overboard during a ship operation.
- 🛠️ Maintenance and repair work on the ship is a critical part of the narrative, highlighting the challenges faced by the crew.
- 🤝 The crew discusses the importance of teamwork and communication in ensuring the ship's operations run smoothly.
- ⏰ Time pressure and deadlines are significant factors contributing to the incident, indicating a need for better time management.
- 📋 The script touches on the issue of accountability and blame, suggesting that the crew feels unfairly burdened by the consequences of incidents.
- 🗣️ There's a clear call for improved leadership and a shift in company culture to prioritize the well-being and input of the crew.
- 🏥 The incident results in an injury, emphasizing the importance of safety measures and the need for immediate medical attention.
- 📈 The discussion points to the need for a systemic review to prevent similar incidents, suggesting that current practices may be inadequate.
- 🔧 The condition of equipment, such as the ladder, is a contributing factor to the incident, highlighting the need for regular maintenance checks.
- 👨💼 The script implies that higher-ups, including the captain and company executives, play a role in setting the context that influences crew decisions and actions.
Q & A
What was the initial issue that the crew was trying to address?
-The crew was dealing with a compressor issue and were considering bringing a technician on board to fix it.
Why did the crew feel the need to patch things up and keep working despite the issues?
-The crew felt pressured to keep working due to the fear of receiving another disciplinary letter and the urgency to avoid further hassle and delays.
What happened when the technician was brought on board?
-The technician fell overboard when attempting to climb the ladder, which was in poor condition.
How did the crew react to the 'man overboard' incident?
-The crew acted quickly to rescue the technician, showing concern for his well-being and acknowledging the seriousness of the situation.
What was the urgency from Dimitri Ramsey, and how did it affect the crew?
-Dimitri Ramsey was concerned about missed deadlines and the lack of urgency in addressing them, which added stress to the crew who were already dealing with the accident.
What was the crew's attitude towards the leadership's approach to handling incidents?
-The crew felt that the leadership did not listen to their concerns, prioritized production over safety, and was quick to blame without understanding the context of the incidents.
How did the crew plan to explain the accident to avoid blame?
-The crew considered blaming the technician for not following safety instructions, such as removing his heavy backpack before climbing the ladder.
What was the impact of the incident on the captain's personal life?
-The captain missed the opportunity to be present for his newborn son's party due to the incident and the subsequent investigation.
What was the new leadership's approach to incident management?
-The new leadership emphasized learning from incidents, focusing on the well-being of the involved person, and moving towards a culture that prioritizes people over production.
What message does the deckhand want the leaders to understand about the context of their work?
-The deckhand wants the leaders to recognize that the context set by the company influences the decisions and behaviors of the crew, and that understanding this context is crucial for improving safety.
Outlines
🚢 Shipboard Tensions and an Accident
The script begins with a group of ship crew members discussing the arrival of a technician to fix a compressor. There's a palpable sense of frustration as they grapple with the ship's constant issues and the lack of resources to address them. The crew is wary of speaking up due to the risk of disciplinary action. Amidst their conversation, they prepare to bring the technician aboard, only for a sudden accident to occur where the technician falls overboard. The crew springs into action, and the situation is managed, but the incident brings up questions about the ship's safety and the crew's working conditions. Meanwhile, the captain is dealing with pressure from Vespers Shipping about missed deadlines, highlighting the broader issues of work pressure and accountability.
🗣️ Blame and Accountability on the Ship
In the aftermath of the technician's accident, the crew members are concerned about who will be blamed. They discuss the poor condition of the ladder and the lack of attention to safety issues on the ship. There's a sense of resignation as they acknowledge that they are often the ones held accountable for problems beyond their control. The crew debates how to present the incident to avoid further punishment. A subplot involves a crew member who is late for a significant personal event due to the incident, adding a layer of personal stakes to the professional challenges. The captain confronts the crew about the incident, emphasizing the importance of safety and the need for accountability, while also expressing frustration with the constant issues affecting the ship's operations.
🔧 A Call for Change in Company Culture
The final paragraph shifts focus to a higher level within the company, where there's a discussion about the recent man overboard incident. There's a clear push for a change in the company's approach to incidents, moving away from a blame culture towards one that emphasizes learning, improvement, and support for the individuals involved. The new fleet manager introduces a more compassionate and proactive approach, focusing on the well-being of the technician and the systemic factors that contributed to the incident. The script concludes with a deckhand's reflection on the influence of organizational context on individual decisions and behaviors, advocating for a safer and more supportive work environment.
Mindmap
Keywords
💡Man Overboard
💡Technician
💡Compressor
💡Disciplinary Letter
💡Deadlines
💡Master
💡Safety Culture
💡Context
💡Leadership
💡Blame
💡Person-Centered Approach
Highlights
Crew members discuss the technician's arrival on the ship, expressing confusion and concern over the purpose and timing of his visit.
The crew experiences frustration over the ship's maintenance issues and the lack of clear communication from the higher-ups.
Tension among the crew escalates as they prepare for a task involving the technician, revealing underlying dissatisfaction with management decisions.
The technician falls overboard while attempting to board the ship, prompting an urgent emergency response from the crew.
Dimitri from Vespers Shipping calls David to express frustration over repeated delays and missed deadlines, highlighting concerns about the company's reliability.
David tries to reassure Dimitri, but Dimitri remains unconvinced and stresses the importance of meeting deadlines for upcoming tender negotiations.
The crew members worry about being blamed for the incident and discuss how they might align their stories to protect themselves from disciplinary action.
The captain confronts the crew, expressing anger over the incident and emphasizing the importance of adhering to safety protocols.
The captain reveals his personal frustration, as he was unable to attend a family event due to the incident and the subsequent inquiry.
Tom, a new member of the management team, suggests a shift in focus from assigning blame to learning and improving safety measures.
Tom emphasizes the need for a company culture that puts people first, which he believes will enhance productivity, safety, and efficiency.
Tom and another manager discuss the pressure on staff to prioritize deadlines over safety, recognizing that this pressure often leads to accidents.
A deckhand reflects on how decisions on the ship are driven by the organizational systems, processes, and culture, rather than individual choice.
The deckhand calls for a recognition that context drives behavior, urging leadership to consider how their decisions and expectations affect frontline staff.
The narrative concludes with a message advocating for a safer, more supportive environment where employee well-being is prioritized over production pressures.
Transcripts
[Music]
what are we we're now away from port why
don't we get the technician on there
i don't know
why didn't you ask the master there
yeah right
i mean what's he even coming on for
well the compressor apparently
well to be honest it could be anything i
mean what doesn't lead looking at
but as usual we just have to get by try
and patch things up and keep it working
you know if they asked us look
i just want to get on
avoid any more hassle
so if the master wants to take the
technician on here
we'll take him on here all right
i would just like to know why we do
things the way we do them that's all
that's not gonna happen
and for me
i can't risk another disciplinary letter
in my file by speaking up
okay
last stop than my home yeah yeah
okay
i think we could all do with a break
that
on our way captain
he's supervising apparently
oh great
let's get on with it then
[Music]
right i'll get the winch okay i'll take
it out
bloody hell this has seen better days
yeah well we just have to do it all
right let's get going
[Music]
[Music]
okay i can see him now he's at the
bottom of the ladder
oh great
[Music]
oh god he's fallen over man overboard
man overboard
okay thank you mia sounds like there's
still a bit of work to be done on this
jose can you give me an update on where
we are
sorry to interrupt i have dimitri ramsey
from vespers shipping on the line again
he says it's urgent shall i put him
through okay yeah sure connecting you
now dimitri hi how are we doing david
you reassured me this morning that the
delays we flagged to you were being
addressed but i've just been notified
that we're once again missing deadlines
in several locations
sorry guys can we carry this on this
afternoon thanks
uh yes i understand dimitri well to be
honest david i'm not sure you do there
doesn't seem to be any sense of urgency
i i'm not sure that's quite fair dimitri
as far as i'm aware we're on track
really
so explain to me what the current
situation is with the adonis um well let
me just get that up live
ah another deadline missed
i need to know that you've got a plan to
get things back on track i'll i'll get
onto it straight away dmitry i'm sorry
your scorecard has a lot of red on it
right now and with tender negotiations
coming up
we need a partner we can really rely on
dmitry
[Music]
that was yeah
it all happened so quickly i know
do you think you'll be okay i hope
so they're transferring you to the
hospital now
that water is seriously cold yeah
well done
you acted really quickly
oh you too
not they all count for very much
we all know who's going to take the
blame for this
it's not fair
it's not our fault that ladder was in a
bad condition something else always
takes priority nobody listens and
nothing gets fixed yeah where was the
third office where was the master i know
but look
you're right
we're gonna get blamed unless we get our
stories straight
what's the point
because we don't deserve it that's the
way it is it's the way it always is it
doesn't have to be
you know they could listen to us make
things better and not blame us when
things we've told them about go wrong
okay so what are we gonna say
we have to say that it was down to the
technician
he slipped yes but maybe he slipped
because he was wearing heavy rucksack we
asked him to take it off but he didn't
listen
next thing he's in the water
true but we should never have put down
the ladder in the first place we should
have stopped work because it was unsafe
like the master would let you do that
no
we called out he didn't listen it's that
simple
please
yes captain
looks like it's me first
stick to the story and all both be okay
baby i'm sorry we had a serious incident
on the ship we had a man overboard he's
fine but now i've got a bunch of
paperwork i've got to do
what it means is
i'm really sorry i'm not going to get
back in time
look you know how desperate i am to get
back i really am
i'm really really sorry
please hug the little man for me okay
i'll call you later okay
i love you
sorry sir sorry
i give one simple order
or maybe i should have been there to
hold your hand although you've done it a
hundred times before
look you and i both know it's not the
first time you've had an issue that's
affected the ship it was an accident
nothing's ever an accident it's
incompetence
do you have any idea how important it
was for me to be on time
yes sir no i don't think you do
i didn't want us to be delayed because i
didn't have to deal with a massive
stress and fallout from the company if
we missed deadlines
but mainly i wanted to get back for a
party i wanted you to meet my newborn
son
but now i have to deal with a inquiry by
the local authority
i may never get ashore
i'm sorry sir
i'm looking forward to going home too
sir
it's been a very long time away from
home
who winched down the letter
we both did
who checked his condition was it safe
because you know if you were concerned
it was your responsibility to stop work
the technician slipped
he lost his balance because of his
backpack who checked the ladder
ava
[Music]
[Music]
thanks for coming
i hope you're settling in tom great
thanks sir uh you wanted to be brought
up to speed on the recent mob incident
yes our previous fleet manager mike was
handling incidents like this but i think
that we as a group need to look at how
we tackle these situations and handle
things a bit differently that's right i
think i'm correct in saying that as a
company
we need to look at how to handle these
situations let's focus on who's to blame
exactly more focus on learning and
improving absolutely and fully
considering the person involved whether
there's more we can do from a leadership
perspective to support and help them
make safer better choices i see
i have some experience of designing
systems if that would be useful that'd
be great
but more importantly how about an update
on the well-being of the person involved
in the most recent man overboard
incident
well there's really good news he's
actually gone back to work at the
beginning of this week that's great let
me know if there's anything more we need
to be doing yeah we'll do to emphasize
no more looking for potential blame
focus on what has to be at the heart of
any incident like this the person
as part of the new system i think we
must move to a culture where we
consistently put our people first agreed
productivity safety efficiency will all
benefit as a result agreed absolutely
good
do we know why they were attempting a
transfer so close to port
yes they were behind schedule and they
were trying to make up time
okay
well that sounds like pressure from our
end that's resulting in this i don't
want anyone to get the impression we're
putting production ahead of safety
agreed this pressure is like a set of
dominoes and it puts an unfair burden on
our frontline staff
if we understand the contexts that
drives the behaviors in incidents like
these
i think it'd really help us get to the
root cause fantastic yeah well let's get
to it i'll make sure i'll have a report
by the end of the week we can maybe
bring this up again
[Music]
okay i'm back on duty now all right
philippe i'll see you later
so
i know you're watching me now and
you might think i'm just a deckhand
and i should be ready to take any job
that's given to me and yeah
you're right
but i have so much more to give
to the ship and to my company
and i think what i have to say is
important
when i'm at work the decisions i make
and how i make them are determined by
the organization systems its processes
and the culture
it isn't that i made a choice to use
faulty equipment to put the technician
at risk
it's about the context that i
that the whole ship that my company was
operating in at the time
who sets that context
the leaders
my master our ceo our clients
i hope you can see that all the issues
in our man overboard incident were
driven by context
i would never deliberately put myself or
a colleague at risk
but everything that happens is a result
of the context in the company and how it
influences the decisions that we all
make
please take the time to recognize that
context drives our behaviors
we'll all be safer for it
[Music]
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