Team Coordination Training Initial and Recurrent Training Presentation

Team Coordination Training Initial and Recurrent Training Presentation
National Response Department Team Coordination Training Initial and Recurrent Training Presentation 08AUG2013

Team Coordination Training – Initial & Recurrent
Welcome! Completion of this TCT Workshop – Satisfies initial TCT requirement Satisfies 5 year renewal requirement Should be accomplished in about 4 hours Everyone is encouraged to participate! Team Coordination Training – Initial & Recurrent Response Directorate

Introductions Housekeeping Announcements Restroom facilities Breaks Exits Silence Cell Phones Restricted areas (if applicable) Any special needs and instructions After introducing yourself and any other facilitators, please provide participants with information about: Restroom facilities Breaks Exits Silence Cell Phones Restricted areas (if applicable) Any special needs and instructions Reinforce that this is a PARTICIPATION course not just a lecture Team Coordination Training – Initial & Recurrent Response Directorate

According to COMDTINST , “Operational Risk Management” (ORM) is something that applies to everyone in the Coast Guard, Active Duty, Reserve, AUX and Civilians. It standardizes and formalizes the Coast Guard’s ORM policy, and along with it, CRM (for aviators) and TCT (for surface operators.) Full version of COMDTINST can be found at Team Coordination Training – Initial & Recurrent Response Directorate

So what is Risk Management? Risk Management is the Identification Evaluation & Mitigation of hazards Try not to over-complicate the next 5 slides on risk management…this is where we begin formulating an overall risk management mentality. More detailed information and activities will follow. Team Coordination Training – Initial & Recurrent Response Directorate

So what is Risk Management?
In a nutshell – What are the hazards to which we are exposed? What is the probability of a mishap occurring? How severe would it be if it occured? How can we control the risks in order to prevent mishaps and, if possible, still get our job done Team Coordination Training – Initial & Recurrent Response Directorate

What do those terms mean?
Risk: The chance of personal injury or property damage or loss Severity: An event’s potential consequences in terms of degree of damage, injury, or impact on a mission Probability: The likelihood an individual event will occur Exposure: The amount of time, number of cycles, number of people involved, and/or amount of equipment involved in a given event Mishap: An unplanned single or series of events causing death, injury, occupational illness, or damage to or loss of equipment or property Hazard: Any real or potential condition that can endanger a mission; cause personal injury, illness, or death; or damage equipment or property Team Coordination Training – Initial & Recurrent Response Directorate

Key Risk Management Principals
Accept no unnecessary risk Accept necessary risk only when the benefits outweigh the costs Make risk decisions at the lowest appropriate level Integrate Risk Management into all phases of planning and execution of missions and operations Continuously employ risk management as operations progress and evolve These simple principals are the heart of Risk Management. Remember - You Don’t have to go out, You DO have to return. As with maintaining and updating your GAR score throughout the mission, Risk Management is a continuous exercise both in planning and during mission execution. Team Coordination Training – Initial & Recurrent Response Directorate

Risk Management Risk Assessment may be dismissed by some as just “common sense” Unfortunately, using your “common sense” is too often an uncommon commodity, just when we need it the most The natural human tendency is to “just do it”, rather than to stop and think about the risks associated with a certain activity or task Isn’t all of this Risk Management stuff just “common sense”? Although it sometimes may seem that way, “common sense” has a way of becoming “uncommon” just when we need it the most. Because there is a natural tendency to “just do it”, we need a formal, structured approach to risk management. Remember the T in TCT is for TEAM as a member of the team, make sure that “common sense” is an active part of your thought process during the mission, don’t assume that the coxswain or other crew members know it all. Team Coordination Training – Initial & Recurrent Response Directorate

Risk Management It boils down to this: Accidents are caused; therefore, they are preventable As long as we are human, we have the capacity to make errors Remember accidents only happen to “the other guy”, problem is that to everyone else out there YOU are “the other guy”. Team Coordination Training – Initial & Recurrent Response Directorate

Risk Management Human error is the leading cause of mishaps Therefore, the improvement of human performance is essential for mishap prevention TCT is an important tool for improving human performance Team Coordination Training – Initial & Recurrent Response Directorate

Risk Management We will always have risk, but there are ways to reduce that risk TCT is our way to implement Risk Management to reduce risk TCT, plus crew briefing and debriefing will help reduce injuries and mishaps and still let us accomplish our mission Remember….TCT elements are designed to provide the method/means to achieve reduced casualties and mishaps. Team Coordination Training – Initial & Recurrent Response Directorate

What is TCT ? Team Coordination Training (TCT) is: A Coast Guard training program designed to: Change the way we look at risk Increase Crew / Team effectiveness and safety Reduce potential for human error and accidents Team Coordination Training is a Coast Guard program designed to increase crew and team effectiveness while reducing the potential for human error and accidents. The “TEAM” concept focuses on group activity that achieves a goal. As part of “Team Coast Guard”, the Auxiliary must work together to reduce injuries while achieving our goal of improved boating safety. Team Coordination Training – Initial & Recurrent Response Directorate

Why a “Team” approach? Team: A group that acts together to accomplish a goal As part of “Team Coast Guard” we must work together to: Reduce injuries Reduce damage Achieve improved boating safety Everyone in the crew is a member of the “Team” Everyone in the crew has a stake in the safety of the mission There will always be risk. Often the risk is low and the severity/impact is minimal if it does happen. However, there are ALWAYS things that can be done to minimize the risk and/or reduce the severity or impact if the risk avoidance methods fail. Leverage that “common sense” to continually look for ways to reduce/manage risk. Team Coordination Training – Initial & Recurrent Response Directorate

Impact of Human Error Human error continues to be the most significant cause of U.S. Coast Guard mishaps 60% to 65% of cutter and boat navigation mishaps have had human error as a contributing cause The following 4 slides on “causes” and statistics taken directly from A/D TCT guides for their personnel. Team Coordination Training – Initial & Recurrent Response Directorate

Impact of Human Error Poor judgment (32%), including: Unknown or misunderstood situation Loss of situational awareness Inadequate assessment of risks Incorrect GO / NO-GO decisions Incorrect information in decision making Team Coordination Training – Initial & Recurrent Response Directorate

Impact of Human Error Planning (more than 20%), including: Failure to develop a mission plan Failure to establish a proper lookout Failure to identify hazards Failure to mitigate/control risk Failure to develop a contingency plan ( source: CG Team Coordination Training Student Guide (8/98) Team Coordination Training – Initial & Recurrent Response Directorate

Impact of Human Error Ineffective Supervision (more than 7%) including: Lax enforcement of standards & procedures Inadequate oversight Not verifying job done correctly ( source: CG Team Coordination Training Student Guide (8/98) Team Coordination Training – Initial & Recurrent Response Directorate

There are no specific statistics about Auxiliary mishaps or casualties Active Duty Coast Guard statistics help us understand the nature and scope of the problem Team Coordination Training – Initial & Recurrent Response Directorate

CG Small Boat Mishap Rate
Rate per 100,000 patrol hours Team Coordination Training – Initial & Recurrent Response Directorate

Seven Elements of TCT TCT stresses seven human factors elements Mission Analysis Leadership Communication Assertiveness Decision-Making Adaptability and Flexibility Situational Awareness Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 1 Your “participant guide” contains Scenario # 1 Please form yourselves into “crews” of 3 to 5 Spend a few minutes familiarizing yourselves with the scenario If paper copies of Scenario # 1 are not available, please use the scenario found on the following slides If you have paper copies, please proceed directly to slide # 32 There will be several activities during this 4 hour program. Be sure that you organize into “crews” of 3 to 5 participants…we want to avoid just reviewing slides to a passive audience. Be sure they designate a “recorder” to track ideas and findings for later presentation. It is always best for each “crew” to have a paper copy of the scenarios and a paper copy of the GAR Worksheet to work with. Clicking on the “slide # 32” in the last bullet will jump you directly to that slide. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 Facility: , 36 foot Chris Craft cabin cruiser, twin screw inboard engines, wood construction. Weather: Hot & humid, little wind Coxswain: Jack, 55 year old with 12 years experience with his own 20 foot center console, no experience with facility used in this patrol. Timing: The intro and listing the 7 elements of TCT portion should take about 15 minutes as you reach this point of the training Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 Crew Continued: Crewmember: Joe, 82 year old “retired cox’n” who offered his 36 footer for use since a heart ailment forced him to drop back to “crew” status earlier this year. Joe now takes heart medicine that causes an occasional dizzy spell in hot weather. Crewmember: Ed, 64 year old with 4 years experience as an outstanding crewmember and helmsman. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 The patrol is a MOM conducted under orders with communications maintained by the local CG boat station. The coxswain considered this to be a routine patrol that posed no special problems and advised his crew of that finding. During the patrol, a passing boater informs them that they saw a lone fisherman fall off a small skiff after a large wake, caused by a passing party fishing boat, violently rocked his boat. Reminder Note: MOM is a Maritime Observation Mission. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 Jack is at the helm and proceeds to the location approximately 500 yards away to assess the situation before notifying the CG duty officer. At about 100 yards from the scene, they see a male struggling in the water some 20 yards from a small skiff with no one aboard. Ed immediately yells “Man Overboard”, points to the port side and yells again, “man overboard… 100 yards at 270 degrees relative”. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 Jack immediately powers down and begins approaching the PIW (person in the water). Joe goes below and begins rummaging through his cabin, looking for his throwable life ring (several minutes pass), while Jack tries to maneuver the 36 footer closer to the struggling man. As the facility approaches the PIW, Joe finally emerges from the cabin, but seems unsteady and a little pale as he tries to untangle the line attached to the life ring. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 Jack sees Joe’s difficulty and realizes that Joe cannot heave the ring, nor will he be able to assist retrieving the man from the water due to his weakness and instability on deck. Due to the size & configuration of the large cabin cruiser and his inexperience with this vessel, Jack has been having trouble maneuvering the twin screw vessel close in, without losing sight of the man in the water. He feels helpless to assist with the retrieval. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 Jack then realizes that Joe must take the helm, while he heaves the life ring. Ed waits to help Jack lift the exhausted man from the water. Jack reluctantly orders Joe to the helm, and throws the ring. Ed has stood by since the PIW (person in water) event started, awaiting orders. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 As the PIW grabs onto the ring, Jack notices the facility, still under power, moving further away from the man as he hauls in on the life ring line with the man hanging on. They begin to inadvertently tow the man through the water, which causes the him to lose his grasp on the ring. Jack retrieves the ring and throws it again to the PIW. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 1 Jack then quickly re-takes the helm from Joe and places the facility in reverse to stop its forward motion and begins to close the gap between PIW & the facility. As the facility comes up to the man, he places both engines into neutral and then leaves the helm to assist Ed in retrieving the man according to proper procedure. They call the CG station and request immediate assistance, unsure of the medical condition of the man just retrieved. Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 1 Now that you have familiarized yourselves with the scenario, refer to the list of 7 elements of TCT. Mission Analysis Leadership Communication Assertiveness Decision-Making Adaptability and Flexibility Situational Awareness Use those elements to complete the rest of this activity. Be sure that they understand they are expected to use this list of the 7 elements of TCT to complete this activity Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 1 Tasks Identify each TCT element you can find in the scenario Using a pen or pencil, circle the portion (sentence or paragraph) of the scenario that is directly linked to each of those TCT elements you found Write down any TCT elements that were NOT addressed/found in the scenario As directed by the facilitator, discuss your findings Note: Do not delve too deeply into this activity - 10 minutes or less should be enough time for each crew to compile a list. We will examine each individual element in much greater depth shortly. Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 1 Tasks Did you find all of these elements in the scenario? Mission Analysis Leadership Communication Assertiveness Decision-Making Adaptability and Flexibility Situational Awareness Were any of these missing? Next, we will look at each of those elements in detail. Timing: This activity includes: Review of the scenario # 1 … Deciding on the elements in the scenario … Reporting out findings… Should take approximately 15 minutes. Team Coordination Training – Initial & Recurrent Response Directorate

Mission Analysis This crew is getting off to a good start. They are conducting a pre-mission briefing where they will conduct a Risk Assessment. GAR form should also be reviewed and completed by the entire crew at this time. Team Coordination Training – Initial & Recurrent Response Directorate

Mission Analysis The process by which Operating and Contingency plans are developed to safely and effectively accomplish the mission. All planning must be preceded by information gathering: weather forecasts crew fitness mission specifics facility checklists other relevant information Mission Analysis will dictate how the rest of the mission will go. This is the planning and information gathering element of TCT Like Communications and Leadership, it will impact all other elements we will review today. Team Coordination Training – Initial & Recurrent Response Directorate

Mission Analysis Failure to gather accurate and comprehensive information and/or complacency affects the planning process and places mission and crew at risk Contingency planning is critical as Operational plans may change once implemented Changes in weather, mission, crew performance, etc., may require “Plan B”, Contingency plans Leadership depends on mission analysis (and the other 7 elements) to generate confidence. Confidence can be viewed as a natural outgrowth of good preparation and competence. In the Auxiliary you have no RANK that gives you authority, it is your LEADERSHIP that establishes confidence and respect in the rest of your team for every mission. Team Coordination Training – Initial & Recurrent Response Directorate

Mission Analysis Includes: Planning – Was there any, or not so much? Event - Complexity of mission and guidance Assets Crew – Fitness, Selection, Training Facility – Capability for Mission Communications – Internal & External Environment – External conditions, weather, day/night, sea state, other traffic, etc. PEACE – this is found on the back of AUX GAR Worksheet Use this GAR sheet unless your OIA (Order Issuing Authority) mandates another one that they want you to use. Team Coordination Training – Initial & Recurrent Response Directorate

Assessing the Risk Operational Risk Management (ORM) is all about Assessing and Mitigating Risk Always conduct a pre mission briefing with all crew members prior to all patrols or missions Together, conduct a risk assessment using the Green- Amber-Red (GAR) Worksheet Continually assess and update the risk assessment throughout the mission with your crew Reassess when ANY key factors change Team Coordination Training – Initial & Recurrent Response Directorate

Assessing the Risk Although there are different Risk Assessment tools the GAR worksheet is an accepted way to plan and prepare for any mission Use the Auxiliary GAR worksheet unless your OIA mandates another tool Remember, Risk Management is what’s important; not the numerical values or colors Emphasize that the Risk Assessment process, using the GAR worksheet, is a CREW activity, not the exclusive task of the coxswain. Every mission should start with a crew briefing, at which the Risk Assessment should be done together. Note: OIA - Order Issuing Authority (your local CG Sector or Station) Team Coordination Training – Initial & Recurrent Response Directorate

Assessing the Risk Here is the Auxiliary GAR Risk Calculation Worksheet. Use this tool unless your OIA mandates another. It would be very helpful to provide each “crew” with a copy of the GAR Worksheet Team Coordination Training – Initial & Recurrent Response Directorate

Assessing the Risk Page two of the GAR Worksheet describes elements which should be considered (PEACE) and provides guidance for Risk Mitigation (STAAR). Team Coordination Training – Initial & Recurrent Response Directorate

Assessing the Risk Operational Risk Management Basics - Accept no unnecessary risk Accept necessary risk only when benefits outweigh costs Make risk decisions at the appropriate level ORM is just as critical in the execution of the mission as in its planning These are the fundamental principals of Risk Management which everyone should understand and live by. Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity #2 Re-visit Scenario # 1 with Mission Analysis in mind Did you identify all the passage(s) in scenario # 1 linked to Mission Analysis? What did you find that indicate good planning and mission analysis? What did you find that indicate poor planning or mission analysis? What would you, as a crew, have done to improve mission analysis? Discuss when requested by your facilitator This activity should take no more than 15 minutes Team Coordination Training – Initial & Recurrent Response Directorate

Leadership The famous painting of Washington Crossing the Delaware, by Emanuel Leutze, Although we can wonder if he really stood up in the boat while crossing the icy river (is that good situational awareness), Washington was undeniably a great leader. Although we may not have another George Washington in our midst, we can all be inspired by his example. Team Coordination Training – Initial & Recurrent Response Directorate

Leadership Effective Leaders posses Courage, Confidence Competence Leadership is not about just giving orders Effective Leaders find ways to obtain the willing participation of others towards accomplishing a goal Leadership is another element of TCT that will impact all the other elements …for better or for worse. Team Coordination Training – Initial & Recurrent Response Directorate

Leadership Effective leaders earn the respect and confidence of team members Managers give detailed directions to complete tasks by virtue of their rank or position Leaders inspire and motivate others to willingly work together to accomplish the goal regardless of rank or position You need to learn to be an effective LEADER, and inspire/motivate the team not try to order them. Team Coordination Training – Initial & Recurrent Response Directorate

Leadership Goals must be consistent with the Coast Guard’s core values and the mission objective Leaders strive to achieve the respect, confidence and loyalty of those under their supervision, regardless of position Team Coordination Training – Initial & Recurrent Response Directorate

Leadership Effective leaders will also: Update the crew on mission progress Balance workload among crew members (prevents overload) Ensure the crew is fully qualified and comfortable with their roles Provides feedback on performance Team Coordination Training – Initial & Recurrent Response Directorate

Leadership Effective leaders Make good decisions in a collaborative, team environment Have the courage to make the right decision, even if unpopular Exhibit confidence based on experience and ability Are competent, well prepared and mission oriented Being well prepared is a key element to exhibiting good leadership. If we ensure that we have as much information as possible about the mission (planning, etc.)…and we respect the 7 elements of TCT … then those around us will have confidence in leadership we need to succeed. Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 3 Re-visit Scenario # 1 with Leadership in mind Did you identify all the passage(s) from scenario # 1 that are directly linked to Leadership Did the coxswain exhibit good leadership, or was he lacking Identify at least two examples that illustrate your answer to the question above Discuss your findings when requested by your facilitator Timing: This activity should take no more than 10 minutes. Team Coordination Training – Initial & Recurrent Response Directorate

Communication Perhaps we first think of “Communication” in the context of making radio calls. But the most important communication during a mission is between crewmembers. It’s vital that communication be “loud and clear”. Team Coordination Training – Initial & Recurrent Response Directorate

Communication Communication is both verbal and non-verbal (facial expressions, tone, etc.) Although we tend to focus on the words, most communications is non-verbal. Communication includes both verbal and non-verbal cues. Non-verbal includes facial expressions, posture or “body language”, and tone of voice or other sounds. Team Coordination Training – Initial & Recurrent Response Directorate

Communication Effective communication is Both verbal and non-verbal Accurate Bold Concise Understood Communication will impact everything we do on a mission, and everything we must consider to remain safe. All other elements of TCT rely on the quality of our communication. Team Coordination Training – Initial & Recurrent Response Directorate

Communication Leaders and crew members have an equal responsibility to ensure that they convey their thoughts and information effectively The “Feedback Loop” is a simple method to ensure that our “transmissions” are heard and understood loud and clear Team Coordination Training – Initial & Recurrent Response Directorate

Communication The “Feedback Loop” acknowledges all communications by: Repeating the message, Finding a non-verbal way to acknowledge the message depending on the situation. Always ask for feedback or observe behavior to be sure that the message was received The Feed Back Loop is an important part of insuring accurate that the message transmitted was, in fact, the message received. An example of the Feedback Loop is when helmsmen repeat the commands of the coxswain. Team Coordination Training – Initial & Recurrent Response Directorate

Communication Barriers can develop which degrade or interfere with the quality of our communication. What kinds of barriers may exist on a mission? How can we overcome them? Discuss! Facilitate a brief discussion on barriers to communication. Some examples of barriers are listed on the next slide. Team Coordination Training – Initial & Recurrent Response Directorate

Communication Some Barriers to Communication include: Failure to close the Feedback Loop Distracting “background noise” such as engine, wind and other physical environmental factors Over-complicating the message. Use the KISS method whenever possible (Keep It Simple, Stupid) Fatigue / Hearing Difficulty Conflicting non-verbal cues A key concept here is to be sure that communication…in both directions…is acknowledged, either verbally or some clear non-verbal signal. Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 4 Briefly revisit Scenario 1 As a crew, find at least three examples of communication failures that had an impact on the circumstances in Scenario # 1 Present your crew’s findings when requested by your facilitator They should need just a couple minutes for this exercise. Team Coordination Training – Initial & Recurrent Response Directorate

Assertiveness Our favorite Uncle is being assertive when he says “I want you!” We need to know how to be respectfully assertive, too. Team Coordination Training – Initial & Recurrent Response Directorate

Assertiveness Assertiveness: The ability of individual crew members to state and maintain a position that may be unpopular, or counter to a position taken by others, unless (until) convinced by facts and logic, and not based solely on the authority or personality of others. Team Coordination Training – Initial & Recurrent Response Directorate

Assertiveness Be assertive, but not aggressive The aggressive person seeks to bully his/her way though situations for their own ego or self image An assertive person cares about the “mission” more than themselves and their ego Communicate your concerns, without offending those who disagree The key to this element is:……Be assertive, but not aggressive The difference between the two terms is at the heart of this element. Team Coordination Training – Initial & Recurrent Response Directorate

Assertiveness Techniques Ask task related questions Suggest positive alternatives State opinions calmly but firmly. Avoid letting rank/position differences threaten mission or performance Maintain your position until convinced by facts Avoid conflict or personality differences “Own” your feelings “I’m concerned. I’m uncomfortable.” You “own” your feelings – You can say “I’m uncomfortable with this course of action” and that is a statement of fact. You can use this technique to state concerns without being disrespectful or insubordinate. Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 5 Re-visit Scenario # 1 with Assertiveness in mind Did you identify all the passage(s) from scenario # 1 linked to assertiveness Use scenario # 1 to identify two examples of crewmember assertiveness Identify two examples of a failure to be assertive when required by circumstances Discuss your when requested by the facilitator Timing: This activity should take no more than 5 minutes Team Coordination Training – Initial & Recurrent Response Directorate

Decision Making Team Coordination Training – Initial & Recurrent Response Directorate

Decision Making What are the basic steps that might be taken in any decision making process? Discuss! Decision Making is where we tie it all together. If we practice other elements of TCT….Decision Making will improve…not just at the beginning or end, but throughout the mission. Get the members ideas regarding the steps needed to make a decision. This can be in any context, not just mission oriented. This is just to get them thinking, so don’t let it go too long. Team Coordination Training – Initial & Recurrent Response Directorate

Decision Making Any generic decision making process includes:
Defining a problem or condition Seek relevant information Analyze & verify information Identify range of possible alternatives Select an alternative or range of alternatives Implement and examine the results Adjust our actions according to results Team Coordination Training – Initial & Recurrent Response Directorate

Decision Making Making good decisions is the heart of TCT. Decisions will likely impact the safety of the crew and the success of the mission. The elements of TCT will prepare us to make better decisions The decision making process is a continuous loop of those steps that we repeat throughout the mission. Team Coordination Training – Initial & Recurrent Response Directorate

Decision Making The process can take 20 seconds in the case of routine decisions, or 20 months in the case of large complex problems The process is the same, the depth of analysis and degree of complexity is always changing Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 6 Re-visit Scenario # 1 with Decision Making in mind Did you identify the passage(s) from scenario # 1 that are directly linked to Decision Making Consider the steps in the “Decision Making Process” How effectively did Coxswain and crew use the decision making process? Give examples Discuss your findings when requested by the facilitator Timing: This activity should take no more than 10 minutes Team Coordination Training – Initial & Recurrent Response Directorate

Adaptability Semper Gumby! Always Flexible! Team Coordination Training – Initial & Recurrent Response Directorate

Adaptability The ability to react to changes in: environmental conditions mission complexity crew fitness equipment failures, etc. Effective leaders & crews adapt and are open to new information. Adaptability is critical to crew safety. Adaptability is crucial because changing situations & conditions will require crews to alter plans (contingency) If we remain rigid & resist contingency planning & change,… we risk making poor decisions & increasing risks. Team Coordination Training – Initial & Recurrent Response Directorate

Adaptability Adaptability is based on maintaining situational awareness so changes are quickly identified and prioritized Leaders do not necessarily have “all the answers”; they acknowledge that new information, conditions or crew input can change the mission Learn to accept input from the entire team. Never shut anyone down with “well that was a dumb idea”. Use their expertise, experience, and insight to adjust adapt as needed to insure the safety and success of the mission. Team Coordination Training – Initial & Recurrent Response Directorate

Adaptability Leaders should take advantage of everyone’s ideas and experience Leaders remain adaptable and flexible to new conditions, ideas and challenges Team Coordination Training – Initial & Recurrent Response Directorate

Adaptability Adaptability means we are open to change Lets take a moment to identify some kinds of new information that could cause us to change our operational plans What sources might provide that new information Discuss! Timing: This activity should take no more than 10 minutes Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 7 Re-visit Scenario #1 with Adaptability in mind Did you identify the correct passage(s) from scenario #1 linked to Adaptability Did the crew members exhibit good adaptability skills Did they fail to adapt to changing conditions Give examples of both poor and good adaptability skills Discuss your findings when requested Timing: This activity should take no more than 10 minutes Team Coordination Training – Initial & Recurrent Response Directorate

Situational Awareness
Do you think this guy has good Situational Awareness? Team Coordination Training – Initial & Recurrent Response Directorate

Situational Awareness We must know what is going on around us in order to make good decisions Plans are critical to success, but we must be ready to change our plans based on new information or situations Maintaining situational awareness will decrease the likelihood of poor decision making Situational Awareness gives us the information we need to make better decisions. Be sure to emphasize how this element, communication, leadership and mission analysis all depend on each other & are almost inseparable- acting together in a system called risk management. Team Coordination Training – Initial & Recurrent Response Directorate

Situational Awareness How might we lose our Situational Awareness (SA) Identify as many barriers to maintaining good situational awareness as possible Name some ways to avoid these barriers and correct loss of situational awareness Discuss! Facilitate a brief discussion about barriers to maintaining Situational Awareness (SA) . This should take no more than 5 minutes. Some barriers will be listed on the next slide. Team Coordination Training – Initial & Recurrent Response Directorate

Situational Awareness Barriers to maintaining SA: Confusion or pre-occupation with a task Lethargy, fatigue or loss of focus, inactivity, boredom Complacency Neglect of proper procedure. Environmental Factors, such as: Weather (extreme heat or cold) Engine- droning noise Sea state Team Coordination Training – Initial & Recurrent Response Directorate

Situational Awareness Two Challenge Rule If a team member fails to adequately respond to two or more challenges regarding omissions or questionable actions, the individual is assumed to have lost situational awareness. Immediate steps must be taken to re-establish a healthy, alert environment on board the facility. Team Coordination Training – Initial & Recurrent Response Directorate

Situational Awareness Loss of Situational Awareness may be prevented by: Including the crew in the initial mission analysis Rotating watches on a regular basis Conducting training exercises such as MOB & line throwing evolutions, or checklist activities Varying the speed and direction of the vessel or aircraft when possible Team Coordination Training – Initial & Recurrent Response Directorate

Group Activity # 8 Re-visit Scenario # 1 with SA in mind Did you identify the passage(s) from scenario # 1 linked to Situational Awareness Discuss each crew member to decide if they lost situational awareness If you find that a crewmember did lose situational awareness, identify the circumstance and list way to reverse that loss Discuss your findings when requested. Timing: This activity should take no more than 10 minutes Team Coordination Training – Initial & Recurrent Response Directorate

The GAR Model Team Coordination Training – Initial & Recurrent Response Directorate

The GAR Model Let’s review the GAR Worksheet – It’s an accepted Risk Assessment / Management Tool It’s not a “silver bullet”, it helps focus our thinking It helps us identify hazards, evaluate the risk they present and reduce them to acceptable levels Risk Assessment is a “Team Sport” Before beginning the scenario, we will review use of the GAR Worksheet. Remember, it’s not “magic”, it’s not a “silver bullet”, it’s just a tool to help focus our thinking onto the hazards and risks of the mission. It is an effective tool is we use it correctly. Everyone should participate in the Risk Assessment. Team Coordination Training – Initial & Recurrent Response Directorate

Green-Amber-Red Model (Generic Concept)
What are the hazards, what level of risk do they present? Is that level of risk acceptable by the unit? GREEN Yes, risks are acceptable AMBER Maybe, but only if risks are managed correctly RED NO, risks are beyond acceptable limits This is a generic Green / Amber / Red Risk Assessment process model, before specific risks are considered and before numerical values are assigned. The idea is to categorize the over all risk level into one of the three categories., i.e., Green = Acceptable, Amber = Maybe – Acceptable only if certain controls are in place, Red = Not acceptable. Team Coordination Training – Initial & Recurrent Response Directorate 28

The GAR Model RISK ELEMENTS TO CONSIDER SUPERVISION: Qualifications / experience of leader / crew & amount of supervision / communications needed PLANNING: Information & details available / time for planning / asset selection TEAM SELECTION: Qualifications & experience of team members TEAM FITNESS: Physical & mental state ENVIRONMENT: Weather (winds, temp. visibility) / Seas (state, current) / Traffic / Illumination (day, night) EVENT/EVOLUTION COMPLEXITY: Time required &difficulty of the mission To begin the GAR analysis, we must consider the various elements affecting risk. Discuss each of the elements and how they individually affect risk. Team Coordination Training – Initial & Recurrent Response Directorate 23

The GAR Model Give PEACE a Chance! PLANNING – Was there any, or not so much? EVENT - Complexity of mission and guidance ASSETS Crew – Fitness, Selection, Training Facility – Capability for Mission COMMUNICATIONS – Internal & External ENVIRONMENT – External conditions, weather, day/night, sea state, other traffic, etc. The PEACE model – Is found on the back of AUX GAR Worksheet and is a great reminder of elements that should be considered when evaluating risks. PEACE is an excellent mnemonic device for remembering these risk elements. Team Coordination Training – Initial & Recurrent Response Directorate

The GAR Model QUANTIFYING RISK Value is assigned to each element The larger the number, the greater the risk 0 = No or Low Risk, 10 = High or Catastrophic Risk Add individual values to determine total risk score Is there ever zero risk? Next, we assign numerical values, or quantify, the Risk Elements. This is illustrated on the next slide. Team Coordination Training – Initial & Recurrent Response Directorate 25

The GAR Model Supervision Planning Crew Selection Crew Fitness Environment Event Complexity 0 being low or no risk 10 being high or catastrophic Is there ever zero risk? Rate 0-10 TOTAL Where does this number fall on the GAR color code scale? Here we see the Risk Scoring table. Note, Any element with a rating score above a 5 must be mitigated to an acceptable level using the STAAR Model. Your total score is not as important as your individual scores. You can have a total score in the green but yet you can have an individual score above 5 that could cause you to have a mishap if not mitigated such as crew fitness. NOTE: Zero and One should be VERY, VERY rare on any score card! Team Coordination Training – Initial & Recurrent Response Directorate

Controlling Risk Using the STAAR Model – to eliminate or reduce to an acceptable level. S – Spread out – Disperse the risk. Can other assets help? T – Transfer – Is another unit more suitable? A – Avoid – Circumvent hazard: Wait for risk to subside (Weather / illumination improvement) A – Accept – Only if benefit outweighs the cost & w/ continuous reevaluation of risk. R – Reduce - Reduce or limit risk exposure, use additional PPE, additional communications, more experienced crew. Here are options to control risk. Any GAR Model element with a rating score above a 5 must be mitigated to an acceptable level using the STAAR Model. Spread out - refers the movement of forces, equipment or tasks to other areas. Spreading your resources can mitigate this potential by reducing the exposure of these resources in a single, combined area. Utilizing all assets in the vicinity of a SAR case would be an example of spreading out risk. Transfer – to transferring all or some portion of that mission or task, to another individual, unit or platform that is better positioned, more survivable or more expendable. Transferring the responsibility to another unit that is closer to the SAR case is an example of transfer. Avoid – refers to “going around them” or doing the mission or task another way. An example would be planning the mission during day time vice night time or hold off for better weather. Accept- only accept risk when the benefits out weigh the costs, but only as much as necessary to accomplish the mission or task. Reduce – reducing the number of individuals, equipment or resources exposure to a particular risk is a very simple way of mitigating overall risk. Reduction can also have the negative consequence of not having enough back-up options available when you need them. Team Coordination Training – Initial & Recurrent Response Directorate 25

The GAR Model Color Coding the Total Level of Risk 23 44 60 GREEN (Low Risk) 30 40 AMBER (Caution) 50+ RED (High Risk) Once numerical values have been assigned to the various Risk elements, we can code them according to the GAR color scale. If the total falls in the green zone, risk is at a minimum. If the total falls in the amber zone, risk is moderate and you should consider adopting procedures to minimize risk. If the total falls in the red zone, you need to implement measures to reduce the risk prior to starting the event/evolution. Also, the question of Risk versus Gain needs to be asked since it is above an acceptable risk level and cannot be lowered. If risk is in the red zone, the OIA must approve before the mission may proceed. NOTE: Although the risk scale starts at Zero, is there ever a situation in which there is ever Zero Risk? Facilitate a brief discussion on this topic. Although the Risk scale starts at Zero, is there ever Zero Risk? Discuss! Team Coordination Training – Initial & Recurrent Response Directorate 26

The GAR Model Key Elements of G A R analysis: Involve the entire crew as individuals in the scoring process. Avoid group voice “votes” Begin with the least experienced crew member to avoid pressure from more experienced members Avoid “canned” or pre-determined scores Score based on current conditions, not habit Be honest with each other It cannot be stressed too much that everyone on the crew has a say in the risk assessment process. Begin Risk Assessment at the pre-mission crew briefing. Let the least experienced members go first, lest they be unduly influenced by the more “salty” crewmembers. A “secret ballot” technique is to ask crew to hold a number of fingers behind their backs, then have the leader look at them to determine the responses. This avoids embarrassment if one member perceives higher risk than another. This is the time to be completely honest with your fellow crewmembers and with the process. Don’t try to manipulate the score to achieve a pre-determined outcome. Team Coordination Training – Initial & Recurrent Response Directorate

GAR Model Exercise Your Tasking – Use Mission Scenario # 2 Use the GAR Worksheet to complete Risk Assessments as instructed, based on Scenario # 2 You will complete a Pre-Mission GAR, then will re- evaluate as the mission progresses, so follow the instructions of the Facilitator Remember that the 7 elements of TCT must be your guide to completing the GAR Share your crew results when requested Stress using the 7 Elements of TCT to complete this activity Take the time to review the GAR work sheet carefully…do not rush through this final activity if you are running late . Timing: GAR sheet instruction should take 15 minutes Team Coordination Training – Initial & Recurrent Response Directorate

GAR Model Exercise Team Coordination Training – Initial & Recurrent Response Directorate

GAR Model Exercise As before, remain organized into “crews” of 3 to 5 participants If you have printed copies of the scenario, skip the scenario slides Have a recorder take notes for your crew Share your notes when requested Scenario # 2 is divided into “Part A” and Part “B” Read ONLY Part A of the scenario now If you have paper copies click here to skip to Slide 104 Part A of this scenario gives enough information/detail for crews to complete the “pre-underway” GAR sheet. Be sure they do not go to Part B . Stick with the PART A pre-underway GAR. If the crews have printed copies of the scenarios, please skip ahead to slide 104. Team Coordination Training – Initial & Recurrent Response Directorate 96

Scenario # 2 Part A Safety and Crowd Control
Mission: Fireworks display – Routine Facility: # AUX ; a 24 foot walk around cuddy cabin, 175 HP outboard Crews should take 10 minutes at most to review Part A Team Coordination Training – Initial & Recurrent Response Directorate 97

Scenario # 2 Part A CREW Coxswain: Ed - 14 years experience as boatcrew, 10 of those years as coxswain. Crew #1: Bill - 7 years experience, some medical history includes loss of night vision, and high blood pressure. Crew #2: Howard – 3 months experience, 1st night mission. Crew #3: Doris - 15 years experience, history of broken hip within the last year. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 2 Part A Weather: 93F and hazy wind: W at 5 mph Humidity: 82% 60 % Chance of T-storms predicted after 9PM Venue: Fireworks barge; Mississippi River, St. Louis Mo. Team Coordination Training – Initial & Recurrent Response Directorate 99

Scenario # 2 Part A Mission: This Auxiliary facility was assigned to assist in maintaining safety during a July 4th fireworks display on the river that normally draws over 150 recreational spectator boats to the fireworks area located in St. Louis. Three Auxiliary vessels and one A/D CG 25 footer were tasked with securing a safe perimeter around the fireworks barge so that recreational boaters are kept at a safe distance. Team Coordination Training – Initial & Recurrent Response Directorate 100

Scenario # 2 Part A Mission Continued: After the fireworks, at about 2200 hrs, the AUX crews were to help with traffic control on the river as a large number of vessels attempt to leave the area all at once, at night. This mass egress has caused minor collisions in the past; drinking on the part of a few boaters has added to the problem in previous years. Team Coordination Training – Initial & Recurrent Response Directorate 101

Scenario # 2 Part A Story: Four hours prior to getting underway, Ed quickly fills out the GAR; he is confident he and his crew can handle this mission with ease and he looks forward to watching a great display. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 2 Part A Underway at 2000 hours, Ed, contacts the duty officer at the CG Small Boat Station on the CG working channel 23A The noise of the boat and the lively conversations of the crew, plus the stormy weather in the area make the radio difficult to hear After several attempts, the watch stander at the Station instructs Ed, “When on station, contact PATCOM on channel 81Alpha” Team Coordination Training – Initial & Recurrent Response Directorate

GAR Model Exercise Use the GAR scoring sheet to complete an analysis of potential risk based on the information contained in Part A of Scenario # 2 Should the mission proceed as currently described? Are some operational plan and/or contingency plan changes needed? Should the mission be canceled? Be prepared to defend your decisions with examples When prompted by the Facilitator, share your pre-underway GAR Score Sheet with the facilitator and other crews As before, all of these activities should be conducted as crews. The crews should take no more than 10 minutes to complete the pre-underway GAR based on Part A only. Then, direct them to consider the questions presented on this slide. When all of the crews have completed this, ask them, in turn, to present their findings. Ask them to explain how they came to their conclusions and how the elements of TCT entered into their decisions. When this activity has run it’s course, proceed to the next slide. Team Coordination Training – Initial & Recurrent Response Directorate

GAR Model Exercise Proceed to Scenario # 2 Part B Become familiar with the facts and circumstances found in Part B If you have printed copies of the scenario, skip the scenario slides Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 2 Part B At 2000 hrs, the facility arrives at their designated station on the river on the east side of the perimeter. The coxswain begins patrolling his area on the east side of the perimeter, between the barge and the anchorage area for spectators. Once the boats in the “front row” of the observation area have anchored, they stand off to the side, within their assigned post and monitor the situation as darkness began to fall at 2100 hrs. Timing: It should take no more than 15 minutes to read and complete the Part B activity of scenario # 2 Team Coordination Training – Initial & Recurrent Response Directorate 106

Scenario # 2 Part B At 2145 hrs, another facility ,AUX 36454, arrives on scene. The Cox’n shouts…“Hey, you guys! Is your radio broken? PATCOM has been trying to reach you for over an hour!” As Ed listens to the crew of the 36454, it sank in that the instructions from the station (which he didn’t hear very well) were to contact PATCOM on another channel. He had not been in contact since 2000 hours. Ed and crew all realize that they should be embarrassed that a SAR case had almost been initiated because of their “disappearing act”…but “no harm done” he smiles to his crew. Team Coordination Training – Initial & Recurrent Response Directorate 107

Scenario # 2 Part B Ed assures the AUX that they were all OK. He contacts the PATCOM by phone and confesses the mistake. The fireworks display was just beginning at 2200 hrs. when he notices that Doris was unusually quiet and seemed detached from the others who were watching the fireworks. Ed shrugs this off and continues watching the display; he tunes his marine radio to channel 81 Alpha as the fireworks become even louder & lightning in the area is causing static on the radio. Team Coordination Training – Initial & Recurrent Response Directorate 108

GAR Model Exercise Discuss the circumstances of the mission among your crew Should this crew return their pre-mission GAR worksheet to adjust or alter the scores Does the information in Part B not warrant any changes in the the pre-mission GAR Worksheet or in the mission plans Whatever your crew decides, be prepared to defend your decisions to the group When prompted by the Facilitator, share your Part B GAR Worksheet results and subsequent decisions/actions with the group All of these activities should be conducted as “crews”. Direct the crews to consider Part B of the Scenario and discuss it among themselves. Then, ask them to consider the questions presented on this slide. After they have had time to do so, ask them, in turn, to explain their findings. Encourage the group to discuss them in the context of the elements of TCT and Risk Management. Team Coordination Training – Initial & Recurrent Response Directorate

Scenario # 2 - EPILOGUE As the fireworks explode, Coxswain Ed has a nagging feeling that something isn’t right. Still stung by the embarrassing communications error, it finally dawns on him that he may have lost Situational Awareness. He asks Doris if she is OK. Doris replies that she has some unexpected pain in her “bum” hip and that it is really bothering her. As flashes of lightning add to the fireworks, Ed “sees the light”. He finally thinks about his GAR score and decides that it’s about time to re-evaluate the mission. “Hey, crew!”, he yells. “Let’s take a look at our GAR. Maybe we need to rethink this!” So how did this mission turn out? Well, it appears that, with all of the fireworks and lightning, Ed finally “sees the light” and decided to involve the crew in a reassessment of risks of the mission. We will presume that, together, they found the correct course of action to conclude the patrol safely. Any thoughts on what their new GAR score might be? Team Coordination Training – Initial & Recurrent Response Directorate

TCT Review Operational Risk Management (ORM) asks: What is out there that can hurt me How do I keep it from hurting me and still get my job done ORM can be a simple system of common sense procedures, or it can be complex for large scale operations The ultimate goal however is the same Reduce Mishaps, Injuries and Damage Meet Mission Objectives Timing: Review the fundamentals of Risk Management and TCT. The summary and re-cap should take no more than about 10 minutes. Team Coordination Training – Initial & Recurrent Response Directorate

TCT Review TCT is a Risk Management process TCT is includes these 7 Human Factors Mission Analysis Leadership Communication Assertiveness Decision-Making Adaptability and Flexibility Situational Awareness Remember, the 7 TCT elements are Human Factors, they are not “things” or objects. Humans make decisions, humans make errors, therefor, to control error and to make better decisions, we need to be mindful of these human factors. Team Coordination Training – Initial & Recurrent Response Directorate

TCT Review We use Risk Assessment tools including the Green-Amber-Red (GAR) Model to help us evaluate our risk exposure We also use the GAR Model to help us quantify the severity of those risks – For any GAR item above 5, use STAAR to mitigate. Once we understand the risks, including the severity and consequences of those risks We must make good decisions to accept, eliminate or reduce those risks to acceptable levels in order to keep everyone safe and accomplish out mission If we cannot reduce the risk to acceptable levels, we must be prepared to end our mission Safety has priority over mission accomplishment The bottom line says it – “Safety has priority over mission accomplishment”. All of the Risk Assessment and Management things we’ve talked about are there to help us stay safe. We must always be prepared to reject a mission if we cannot keep risk at acceptable levels. Sometimes Leadership requires us to make what may be an unpopular decision, the decision to say “No-Go”. Team Coordination Training – Initial & Recurrent Response Directorate

Team Coordination Training
Questions or Comments, Please (Remember Assertiveness!) Team Coordination Training – Initial & Recurrent Response Directorate

Thank You Team Coordination Training.
Thank you for your participation in Team Coordination Training. Please share your thoughts about this training with us! Send your comments to: Chief, Operations Projects and Educational Outreach Division Jim McCarty, DVC-RS Bruce Pugh, DVC-RE Gary Taylor, DIR-Rd Bob Shafer, DIR-R Team Coordination Training – Initial & Recurrent Response Directorate

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