DECISION MAKING And rescuer ’ s stress

1. DECISION MAKINGAnd rescuer’s stress How to avoid a step too far Sea Tech Week, Brest, the 19 th of october 2006 Captain Charles CLADEN, Les Abeilles International

2. A STEP TOO FAR? Thoughts on salvage and rescue operations at sea … Based on a study and with the kind authorisation of Dr Stéphane Oggier, medic-mountain guide, FXB Air-Glaciers - Sion, Switzerland.

3. Aims -Build awareness of the risks incurred during operations - Adapt strategy to each situation - Find solutions, ...

4. Contents • - Salvage accidents… fate? • - Are the risks justified? • - Why take risks? • - What psychology says, • - Explanations on hand. • How to • diminish • risks?

5. - equation - risk addition - f (quantity of exposure to risks) - examples: - cold, night, poor material, lack of maintenance, defective radio, Poor training, poor visibility fatigue, bad weather, bad strategy. - Number of consecutive interventions without rest PROBABILITY OF ACCIDENTS

6. An accident is not always fatal

7. Rescuers are humans • What the psychology tell us ? RESCUER’S TRAPSRescuer’s brain • Stubborness • Desire to please • Expert’s aura • Social positionning • Feeling of unusualness

8. Trap n°1: Stubborness Once the initial decision is taken in an operation, the following decisions are easier to take if they are consistent with the initial one …

9. Trap n°2: Desire to please We engage into an activity because we admire or respect the people already engaged. We think we too will be admired and respected…It’s our desire to please, seduce…

10. Trap n°3: The expert’s aura Crew members think that the salvage master’s expertise is infallible, whatever tired and under pressure he may be, and attribute to him capacities which are unrealistic

11. Trap n°4: Social positionning When someone or a group feels confident in their abilities, they have a tendency to take greater risks…especially when they think that somebody is watching

12. TRAP N°5: Feeling of unusualness When faced with an unusual intervention, the temptation to take risks is greater, even though cautiousness would be wiser

13. Explanations on hand … • - The principle of the « hot potato » • - The red-cross sheep, and commercial thinking • - The vicious circle, • The « Zorro » syndrome • Bridge over the river Kwaï syndrome

14. Principle of the « hot potato » MRCC • Intervention+anxiety = « hot potato »

15. The red-cross sheep (Or return on investment) It’s often simpler and more reassuring to adopt the same behaviour as others

16. The vicious circle: • When an operation is requested • - The MRCC thinks that it is urgent • the salvage master also thinks that it is really urgent • The crew don’t want to be left out and supports the salvage master • The on-scene commander get convinced through the people engaged and their feeling of urgency

17. THE « ZORRO » SYNDROME As soon as an accident is known a rescuer does not react in the same way as others outside the accident Rescuer Non rescuer

18. « Bridge over the river Kwaï syndrome » Respect of the procedurewas more importantthan finality Building the bridge well became the only aim

19. To summarize, • I have taken risks: • some for commercial reasons, • - more often, through lack of thought, • - with verve, through stress or routine, • - and often … not even to save lives

20. The solutions, or: « What to do to limit those risks? » - Common sense, - Remove guilt feelings, - A phone call, so easy ! - a coffee break, - The guide line ?

21. « Common sense » • - Common sense: We all think we’ve got bags of it … • As a consequence, don’t rely too much on common sense …especially in case of emergency ! • - Lastly, always beware of yourself !

22. Putting guilt feelings aside : « we are not those who put them that high on the beach ! »

23. «    A phone call, it’s easy !  • Calling again, personally and directly the MRCC, and possibly also the casualty and witnesses: • avoids errors due to middlemen, • - allows to judge the actual degree of urgency of the situation.

24. « The coffee break » • It induces taking time and sitting back to view the event from an appropriate distance • - To take a break will help to avoid the traps of the  « hot potato » and the vicious circle • To take a break gives you • a chance to study a plan, • to listen to others’ points • of view; but it is somewhat • of a « time-eater »

25. « The Guideline • It’s a tool that helps find out what direction to take (decisional compass) • Avoids overheating • of your grey cells in • conditions that are • complex and never alike • - It spares energy for impromptu decisions that will always be needed in field action

26. AS A CONCLUSION • - No taking of useless risks as long as lives or coastal populations are not endangered • Priority to time factors • Set alarms on time that might overrun

27. PS: There are 2 new messages for you

28. Message n° 1 Before any rescue operartion at sea, think to : - put guilt feelings aside, - give that so easy phone call - apply the time-measurement principle - take a coffee break. Total: 5 minutes and 55 seconds And in case of doubt: call some colleague not in the hot seat !

29. Message n°2 :And Keep cool… Given the complexity of some situations No one in the rescue activity is fully sheltered from a misjudgement error