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organizational shortcomings and even may remove
hierarchical barriers. In this way, function‐based
bridge organization may enhance teamwork and
communication,ifatraditionalrank‐basedsystemhas
been replaced by such an enhanced regime. The
function‐basedbridgeorganizationdoesnotdiminish
the authority of the Master. The Master assigns
officers to the particular functions based on watch‐
keeper competence and experience with the
upcoming operation, making it a very adaptable
system.
The system builds on the airline concept by
introducing Navigator and Co‐Navigator functions.
TheNavigatorwhoisconningtheshipisrequiredto
communicate intentions and orders
to the Co‐
Navigator. This means that no course changes or
engine orders will be carried out without a
confirmation from the Co‐Navigator. These new
protocolsalsorequireadoublewatch‐keepingsystem
withaminimumoftwobridgeofficersonwatchatall
timestheshipisatsea.
Forshipswithasinglewatch‐keepingofficeranda
lookoutonwatch,thesystemmaybesomewhatmore
difficult to introduce. However, with trained and
engaged lookouts there are definitely advantages to
gain.WhentheCaptainjoinsthebridgeteam,thereis
noproblemtousethefunctionbased
system.Thebest
waytoapplythesysteminthissituationwouldbeif
the Captain takes on the function as Co‐Navigator,
leavingthewatchofficertocontinueconningtheship.
The following definitions were given and the
following assigned tasks are included in these
procedures (only extracted items specifically
for
manoeuvringaspects)inFigure1:
OperationsDirector:Overviewoftheentirebridge
operation,ensuringthatitis,atalltimes,carriedout
in accordance with these procedures; Direct
monitoringofboththeNavigatorandCo‐Navigator,
ensuringthatsafepassageismaintainedandthatno
internal or external influences
are permitted to
distract them from their primar y tasks; Monitors
workload and transfers tasks between functions as
circumstances dictate; Unless directed otherwise by
the officer with the charge, will conduct the Pilot
exchangebriefing;IftheOperationsDirectortakesthe
conn, then the position of Operations Director must
bere‐established
assoonaspossible.
Navigator:Responsibleforconning,navigatingthe
ship following the approved passage plan and
collision avoidance. Ensure that the bridge team
(includingthePilot)isawareofplannedactionsand
intentions by “Thinking Aloud”. If a pilot has the
conn, the Navigator should ensure the Pilot’s
intentions
and planned actions are understood in
advance by all bridge team members and agreed
upon by the Navigator. If s/he has the charge, the
Navigator is responsible for taking back the conn
fromthePilotwhenevers/hedeterminesthatdoingso
isnecessaryorappropriateforthesafenavigationof
the
vessel.
Co‐Navigator: Monitors and cross checks the
actions of the Navigator. Supports, challenges, and
recommends actions to the Navigator. Notifies the
Master or Second in Command whenever s/he has
reason to believe that the Navigator has taken or
plans to take any action that violates the Master’s
orders or
is inconsistent with the safe navigation of
the vessel. Monitors and cross checks the shipʹs
position against the passage plan using real time
navigation methods. Monitors traffic and collision
avoidance. Unless directed otherwise by the officer
withthecharge,isresponsibleforexternalVHF(may
bedelegatedtothePilot)
andliaisonwiththeECR.
Administrator: Responsible for fixing the ship’s
positionwhenpaperchartsareinuse.Responsiblefor
alarm management and actions. Alarms to be
identified as either urgent or non‐urgent alarm.
Responsibleforinternalcommunicationsasdirected.
Responsible for logbook entries, checklist
management and status board.
Ancillary tasks as
assigned.
Lookout: Maintains all around lookout by sight
andbyhearing,reportingallsightingsand/orsound
signals to the Navigator, unless otherwise directed.
Maintains awareness of planned intentions and
reportsanynecessary clearancesbeforean alteration
of course. Must be able to give full attention to the
keeping
ofaproperlookout,andnootherdutiesshall
beundertakenorassignedwhichcouldinterferewith
the task. Be available to interchange duties with the
Helmsman. The duties of the Lookout and the
Helmsmanareseparate. TheHelmsman shallnot be
consideredtheLookoutwhilesteering.
Helmsman: Acknowledge and
execute steering
ordersgivenbythepersonwiththeconn.Advisethe
personwiththeconnofanysteeringconcerns.
2.2 TheCaptainasaLeaderinsteadofanOperator
ItisuptotheCaptaintodecidewhoshouldfulfilany
ofthefourfunctions.ARiskFactorsTableand
aRisk
AnalysisandBridgeManningLevelTablehavebeen
developed to assist the Captain in deciding what
manningleveltoset.Thosemanninglevelsaretobe
seeninFigure1.
Thephilosophybehindthesystemencouragesthe
Captain to assume the role of Operations Director,
acting as a
leader while the team undertakes the
operation.
By delegating the operational tasks, he
demonstrates trust in his team. This has many
positiveeffects,suchas:enhancedlearning;readiness
toactivelyparticipateinproblemsolving;enthusiasm
and motivation to work; and an engaged team
directlyleadingtoincreasedsafetyandefficiency.
As
officersareallowedtoconductthevessel,they
willbebetterpreparedfortheirpromotionwhentime
comes. This will normally also increase job
satisfaction, which facilitates officers‘ retention rate.
Eventhoughratherspeculative,theauthorsareofthe
opinion, that such an organizational watch regime
may potentially have avoided
accidents like the
capsizing of the “Herald of Free Enterprise”
(DepartmentofTransport,1987))or,maybeeventhe
groundingof“CostaConcordia”(DiLieto,2015).
And it is obvious that for the new manning
concepts the information sharing is most important,
bothfortheplanningphasetoprepareanddiscussa
manoeuvring concept and for the manoeuvring
operation to make the results of the momentary