Model Course 1.39 Leadership & Teamwork

E
SUB-COMMITTEE ON STANDARDS OF STW 44/3/2

TRAINING AND WATCHKEEPING 17 January 2013
44th session Original: ENGLISH
Agenda item 3
VALIDATION OF MODEL TRAINING COURSES
Model course – Leadership and Teamwork
Note by the Secretariat
SUMMARY
Executive summary: This document provides the draft of a new model course on
Leadership and Teamwork
Strategic direction: 5.2
High-level action: 5.2.2
Planned output: 5.2.2.5
Action to be taken: Paragraph 3
Related document: STW 40/14
1 Attached in the annex is a new draft model course on Leadership and Teamwork.
2 The preliminary draft of this new model course was forwarded to members of the
validation panel for their comments. Relevant comments on the draft course have been
received from the validation panel and have been incorporated, as appropriate.
Action requested of the Sub-Committee
3 The Sub-Committee is invited to consider the above information and take action, as
appropriate.
***
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ANNEX
DRAFT IMO MODEL COURSE ON LEADERSHIP AND TEAMWORK
MODEL COURSE 1.39
Leadership and Teamwork
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Acknowledgements
This model course on Leadership and Teamwork

was developed by the Global Maritime Education and Training Association
GlobalMET Limited
IMO wishes to express its sincere appreciation to the members of GlobalMET

for their valuable expert assistance and cooperation
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CONTENT
Page
Introduction
Part A: Course framework
Part B: Course outline and timetable
Part C: Detailed teaching programme
Part D: Instructor manual
Annex 1: Leadership styles

Annex 2: Sample lesson plans
Part E: Assessment and evaluation
Appendices:
1. Application of leadership and teamworking skills provisions for controlling

the operation of the ship and care for persons on board at the operational
level, and at the management level. STCW Convention, 1978, as amended,
tables A-II/1 and A-III/1
2. Guidelines on dealing with management level issues that arise during the
course for operation level seafarers
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Introduction to model courses
 Purpose of the model courses

The purpose of the IMO model courses is to assist maritime training institutes and their
teaching staff in organizing and introducing new training courses, or in enhancing, updating
or supplementing existing training material where the quality and effectiveness of the training
courses may thereby be improved.
It is not the intention of the model course program to present a rigid "teaching package" to be
"followed blindly". Nor is it the intention to substitute audio-visual or "programmed" material
for interactive personal teaching. As in all teaching endeavours, the knowledge, skills and
dedication of the teacher are the key components in the transfer of knowledge and skills to
those whose learning is being assisted through the IMO model course material.
Because educational systems and the cultural backgrounds of learners in maritime subjects
vary considerably from country to country, the model course material has been designed to
identify the basic entry requirement and learner target group for each course in universally
applicable terms, and to specify clearly the technical content and levels of knowledge and
skill necessary to meet the intent of IMO conventions and related recommendations.
 Use of the model course

The subject of this model course "Leadership and Teamwork" at the operational level is
better approached through interactive teaching and learning, such as in case study
discussion groups, led by a facilitator. Dominance of one way "instruction" is not appropriate
and "facilitator/instructor" rather than just "instructor" is the term used in this document.
Similarly, "learner/trainee" is used instead of "trainee" or "student".
To use the model course the facilitator/instructor should review the course plan and detailed
competences in the teaching programme, taking into account the information provided under
the entry standards specified in the course framework. The actual level of knowledge and
skills and the prior technical education of the learners/trainees should be kept in mind during
this review, and any areas within the detailed syllabus which may cause difficulties should be
identified. To compensate for such differences, the facilitator/instructor is expected to delete
from the course, or reduce the emphasis on items dealing with knowledge or skills already
attained by the learners/trainees. He should also identify any academic knowledge, skills or
technical training they may not have acquired.
By analysing the detailed training programme and the academic knowledge and skills
required to allow learning to proceed, the facilitator/instructor can design an appropriate
pre-entry course or, alternatively, insert the elements of academic knowledge required to
support the elements concerned at appropriate points within the course.
Adjustment of the course objectives, scope and content may also be necessary if the
learners/trainees completing the course are to undertake industry duties which differ from the
course objectives specified in the model course.
Within the course plan the course designers have indicated their assessment of the minimum
time that should be allotted to each learning area. However, it must be appreciated that these
allocations are arbitrary and assume that the learners/trainees have fully met all entry
requirement of the course. The facilitator/instructor should therefore review these
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assessments and may need to re-allocate the time required to achieve each specific learning
objective.
 Lesson plans
Having adjusted the course content to suit the learner/trainee intake and any revision of the
course objectives, the facilitator/instructor should draw up lesson plans based on the detailed
syllabus. The detailed syllabus contains specific references to websites, textbooks or
teaching material resources proposed for use in the course. Where no adjustment in the
learning objectives of the detailed syllabus has been found necessary, the lesson plans may
simply consist of the detailed syllabus with keywords or other reminders added to assist the
facilitator/instructor in presenting the material.
 Presentation
The presentation of concepts and methodologies must be repeated in various ways until the
facilitator/instructor is satisfied that the learners/trainees have attained each specified
learning objective. The training programme is laid out in learning-objective format and each
objective specifies what the learner/trainee must be able to do as the learning objective.
 Implementation
For the course to run smoothly and to be effective, considerable attention must be paid to the
availability and use of:
 Properly qualified facilitators/instructors

 Support staff
 Rooms, other spaces and equipment
 Textbooks, technical papers
 Other reference material, particularly material available online
Thorough preparation is the key to successful implementation of the course. IMO has
produced "Guidance on the implementation of IMO Model Courses", which deals with this
aspect in greater detail and is included as an attachment to this course.
 Competency based training and assessment

In simple terms, "competency based training and assessment" means that a person is
trained and assessed to meet specified standards that reflect the skills, knowledge and
behaviours equired to safely and effectively do specified work. In the seafaring context, the
work could be keeping a bridge or engine room watch, or performing a task such as making
a mooring line fast or starting the emergency fire pump.
A term that often appears in a competency based training system is "outcome based". This
means that at the end of the training a person is able to perform a task to the appropriate
standard (the outcome). To summarize, a competency based training and assessment
system:
• is about what a person can do (i.e. the outcome of training);

• ensures training is to specified standards, (rather than ranking against others);
• reflects what a person must do in "real life" or in the workplace.
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Before a person can be assessed, he or she must receive structured training that addresses
all the standards required to gain the qualification, e.g. a certificate of competency.
The training must be planned. A training plan will detail all the skills, knowledge and
behaviours that must be taught to a person in a logical sequence of the training events, how
the training will be conducted and recorded, the coordination of theory and practice and how
and when assessments should be performed. It should also allow for planned and sound
adjustments to training if contingencies arise. The plan must be documented and made
available to training staff. Finally, the training must be monitored and controlled by an
appropriately skilled and qualified person.
A qualification should not be awarded unless the person concerned is assessed against a
standard; i.e. as provided in the International Convention on Standards of Training,
Certification and Watchkeeping for Seafarers, 1978 – (2011 Edition) (STCW 2011).
To ensure the quality of the assessment, the standards must be measurable, objective, valid,
authentic, sufficient and current. However, the cornerstone of a competency based training
and assessment system is rigorous and objective assessment of the trainee against
valid standards. This model course stresses the need for such assessment coupled with
effective facilitation of learning, rather than the more traditional one-way process of lecturing
and instructing. (Please refer to Part E Assessment and evaluation.).
Criteria for evaluating competence are listed in column 4 of tables A-II/1 and A-III/1 of
Code A of STCW 2011, which should be used for guidance. These criteria are general –
e.g. Training objectives and activities are based on assessment of current competence and
capabilities and operational requirements", which requires knowledge of the abilities of
course participants and the work that will be expected of them. The criteria are also more
specific – e.g. Communication is clearly and unambiguously given and received, which can
be readily assessed through demonstration by the course participants.
Many leadership and teamwork issues overlap into management level operations. If the
course facilitator/instructor is dealing with such issues, guidelines on the use of leadership
and management skills at the management level, including tables A-II/2 and A-III/2 of Code A
which have provisions for management level work, are in appendix 2.
 Some of the above is based on material in Competency Based Training and Assessment in the Aviation
Environment, Civil Aviation Advisory Publication July 2009, Civil Aviation Safety Authority, Australia.
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Part A: Course framework

 Scope
This model course is intended to provide a person with the knowledge, skill and
understanding of leadership and teamwork at the operational level on board a ship.
The course is designed to meet STCW requirements for the application of leadership and
teamworking skills, in accordance with the 2010 Manila Amendments, specifically as stated
in table A-II/1, Function: Controlling the operation of the ship and care for persons on board
at the operational level.
 Objective
On completion of the course the learner/trainee should be able to demonstrate sufficient
understanding and knowledge of leadership and teamworking and have the relevant skills
to competently carry out the duties of officer in charge of a navigational watch on ships
of 500 gross tonnage or more, or officer in charge of an engineering watch in a manned
engine-room or designated duty engineer in a periodically unmanned engine-room. The
knowledge, understanding and proficiency should include, but not be limited to, those
listed in Column 2 of table A-II/1 and table A-III/1:
 Working knowledge of shipboard personnel management and training

 A knowledge of related international maritime conventions and recommendations, and
national legislation
 Ability to apply task and workload management
 Knowledge and ability to apply effective resource management
 Knowledge and ability to apply decision-making techniques
 Entry standards
It is assumed that trainees undertaking this course will, through on-campus learning and
onboard experience, have sufficient familiarity with shipboard operations to understand that
leadership and teamworking is an essential part of their role on board at the operational
level.
 Course certificate, diploma or document

Documentary evidence should be issued to those who have successfully completed this
course, indicating that the holder has completed a course of learning in leadership and
teamworking at the operational level, the minimum standard of which is based on this model
course.
 Course delivery
The outcome of this course may be achieved through various methods, such as, but not
limited to:
 classroom learning through presentations

 group discussions
 role play
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 simulations
 case study analysis
These methods should be such as to ensure that all participants have adequate opportunities
to interact and express themselves in face-to-face situations similar to those likely to occur
when engaged in shipboard operations.
 Course intake limitations

The number of participants should depend upon the facilities, but should be not less than is
sufficient to enable appropriate interaction among learners/trainees (e.g. eight) and should
not exceed a number that can effectively learn given the resources available (e.g. twenty).
 Staff requirements
With respect to this course, a "facilitator/Instructor" is a person experienced in the interactive
teaching of leadership and teamworking, but who also has knowledge of shipboard
situations, including multicultural crews and difficulties in communicating clearly in the
English language, on board as well as with people based ashore.
 Teaching facilities and equipment

The facilities should include additional rooms for break-out discussion groups, as well as the
usual equipment such as overhead projection, interactive whiteboard, flip charts and access
to computer terminals. Learning materials should include leadership and teamwork
materials, including computer based training presentations and hard copy handouts, together
with internet access and access to relevant library books and other publications.
 Teaching aids
A1 Facilitator manual (Part D of this model course)
A2 Assessment and evaluation (Part E of this model course)
A3 Guidance on the implementation of model courses
 Bibliography (B)
The following suggested textbooks and websites are recommended for developing
knowledge and understanding of leadership and teamwork:
B1 Jeffery, R (2007) Leadership Throughout. London: The Nautical Institute

B2 Bass, B.M. (1990) Bass and Stodgill's Handbook of Leadership. Third Edition.
London: The Free Press
B3 Carnegie, Dale (1936 rev 1981) How to Win Friends and Influence People. Random
House
B4 Drucker, P.F. (1968) The Practice of Management. London. William Heinemann
B5 Drucker, P.F. (2003) The New Realities. New Brunswick, NJ. Transaction Publishers
B6 Drucker, P.F. (2004) The Daily Drucker: 365 Day of Insight and Motivation for Getting
the Right Things Done. Harper
B7 Goleman, D. (1996) Emotional Intelligence: Why It Can Matter More Than IQ.
London, Bloomsbury
B8 Grint, K. (2005) Leadership: Limits and Possibilities. Basingstoke, Palgrave Macmillan
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B9 Handy, C.B. (1993) Understanding Organisations. London, Penguin

B10 Hart, D. (1994) Authentic Assessment: A Handbook for Educators, Menlo Park, CA;
Addison Wesley. Excerpted from Classroom Teacher's Survival Guide
B11 Jones, S. & Glosling, J Nelson's Way: Leadership Lessons from the Great
Commander. London; Nicholas Brealey
B12 Kotter, J. (1990) A Force for Change: How Leadership Differs from Management.
New York, The Free Press
B13 Moon, J. A. (2002) Reflection in Learning and Development. London, Kogan Page
B14 Maritime & Coastguard Agency (MCA) UK (2010) The Human Element: A Guide to
the Human Behaviour in the Shipping Industry. London, The Stationery Office
B15 Reason, J. (1990) Human Error. New York, Cambridge University Press
B16 Reason, J. (1997) Managing the risks of organizational accidents. Aldershot, Ashgate
B17 Senge, P. M. (1994) The Fifth Discipline. New York, Doubleday Business
B18 Western, S. (2008) Leadership: A Critical Test. London, Sage
B19 Sidney Dekker (2007) Just Culture: Balancing Safety and Accountability. Aldershot,
Ashgate
B20 Gunnar Fahlgren (2011) Human Factors. Bloomington, AuthorHouse
B21 Grech, Horberry, Koester (2008) Human Factors in the Maritime Domain. London,
CRC Press
B22 Beaty, David (1995) The Naked Pilot. Shrewsbury, Airlife Publishing
 Electronic media (E)

E1 Definitions: http://www.collinsdictionary.com/dictionary/english/chain-of-command?
E2 Managing Values Across Cultures: www.culturosity.com,
www.youtube.com/watch?v=4DSV1NUGS3o and many other videos on leadership
and teamwork in a modern context
E3 Situational Awareness etc: www.crewresourcemanagement.net
E4 How's Your Cheese: www.acsf.aero/attachments (pdf)
E5 Concepts of Leadership: www.nwlink.com/~donclark/leader/leadcon.
E6 International Maritime Organization: www.imo.org
E7 Measuring Outcomes: thelearningmanager.com/pubdownloads/developing
E8 Dale Carnegie's Golden Book: dalecarnegie.com
E9 Teamwork: en.wikipedia.org/wiki/Teamwork
E10 Situation Awareness: en.wikipedia.org/wiki/Situation_awareness
E11 Appraisal: en.wikipedia.org/wiki/Performance_appraisal
E12 Risk Assessment: www.ccohs.ca/oshanswers/hsprograms/risk_assessment
E13 Strategic Thinking – Appreciation: www.acumenmobile.com/papers
E14 TeacherVision: www.teachervision.fen.com/assessment/new-teacher/48353.html
and other TeacherVision sites dealing with different teaching and assessment topics
E15 Leadership and Teamwork: www.essaycom.com/course/chapter3.htm
 IMO & regulatory references

R1 International Convention on Standards of Training Certification and Watchkeeping for
Seafarers, 1978, as amended (2011 Edition)
R2 International Safety Management (ISM) Code and Guidelines on the Implementation
of the ISM Code (2010 Edition)
R3 MSC Circular 1014: Guidelines on Fatigue Mitigation and Management
R4 MSC Res A 890(21) & Res A 955(23): Principles of Safe Manning & Amendments
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 Maritime Resource Management course

Provided by the Swedish Club Academy AB, this is a modular training course currently
dealing with human factor issues such as leadership and teamwork, effective
communication, attitudes and cultural factors.
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Part B: Course outline and timetable

Course outline
Indicative course outline – Total 20 hours minimum, inclusive of assessment time
Subject area and topics Hours
1 Introduction 1.0
1. Introduction and administration
2 Working knowledge of shipboard personnel management and training 4.0
2.Organization of crew, authority structure, responsibilities

3.Cultural awareness, inherent traits, attitudes, behaviour, cross-cultural
communication
4. Shipboard situation, informal social structures on board
5. Human error, situation awareness, automation awareness, complacency,
boredom
6. Leadership and teamworking
7. Training, structured shipboard training programs
3 Need for international maritime conventions, recommendations and national 1.0
legislation
International maritime conventions – SOLAS, MARPOL, STCW, MLC,– role of

1.
IMO, ILO
2. Recommendations and national legislation
4 Ability to apply task and workload management 4.0
1. Planning and coordination

2. Personnel assignment
3. Human limitations
4. Personal abilities
5. Time and resource constraints
6. Prioritization
7. Workloads, rest and fatigue
8. Management (leadership) styles
9. Challenges and responses
5 Knowledge and ability to apply effective resource management 4.0
1. Effective communication on board and ashore

2. Allocation, assignment and prioritization of resources
3. Decision making reflecting team experience
4. Assertiveness and leadership, including motivation
5. Obtaining and maintaining situational awareness
6. Appraisal of work performance
7. Short and long term strategies
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6 Knowledge and ability to apply decision-making techniques 4.0
1. Situation and risk assessment

2. Identify and consider generated options
3. Selecting course of action
4. Evaluation of outcome effectiveness
5. Decision making and problem solving techniques
6. Authority and assertiveness
7. Judgement
8. Emergencies and crowd management
7 Self-awareness, personal and professional development 1.0
1. Knowledge of personal abilities and behavioural characteristics

2. Opportunities for personal and professional development
8 Conclusion 1.0
1. Evaluation of course, individual assessments and advice, certificate presentations

Total 20.0
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Course Timetable
The following timetable for a 20 hour course conducted over 5 days should be considered
indicative and adjusted in accordance with the needs of course participants. The topics
should be covered, but with sufficient flexibility with respect to extent and depth that takes
into account the differing learning needs of the participants.
Day AM PM
Day 1 Teaching working knowledge of shipboard Continuation of morning
personnel management and training teaching, with more
case studies, group and
1. Organization of crew, authority structure, plenary discussions
responsibilities
2. Cultural awareness, inherent traits, attitudes,
behaviour, cross-cultural communication
3. Shipboard situation, informal social structures on
board
4. Human error, situation awareness, automation
awareness, complacency, boredom
5. Leadership and teamworking
6. Training, structured shipboard training programs
Day 2 Ability to apply task and workload management Continuation of morning

teaching, with more
1. Planning and coordination case studies, group and
2. Personnel assignment plenary discussions
6. Prioritization
7. Workloads, rest and fatigue
8. Management (leadership) styles
9. Challenges and responses
Day 3 Knowledge and ability to apply effective resource Continuation of morning

management teaching, with more
1. Effective communication on board and ashore plenary discussions
2. Allocation, assignment and prioritization of
resources
3. Decision making reflecting team experience
4. Assertiveness and leadership, including motivation
5. Obtaining and maintaining situational awareness
6. Appraisal of work performance
7. Short and long term strategies
Day 4 Knowledge and ability to apply decision-making Continuation of morning

techniques teaching, with more
1. Situation and risk assessment plenary discussions
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4. Evaluation of outcome effectiveness
5. Decision making and problem solving techniques
7. Judgement
Day 5 Need for international maritime conventions, Conclusion

recommendations and national legislation [Teaching
should stress "need" – why they are necessary – and Evaluation of course,
not cover details] individual assessments
and advice, certificate
1. International maritime conventions – SOLAS, presentations
MARPOL, STCW, MLC,– role of IMO, ILO
2. Recommendations and national legislation
Self-awareness, personal and professional

development
1. Knowledge of personal abilities and behavioural

characteristics
2. Opportunities for personal and professional
development
Note: Teaching staff should note timetables are suggestions only as regards sequence and
length of time allocated to each objective. These factors may be adapted by instructors to
suit individual groups of trainees depending on their experience and ability and on the
equipment and staff available for training.
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Part C: Detailed teaching programme

Learning objectives
The detailed teaching programme has been written in learning objective format in which the
objective describes what the learner should do to demonstrate that knowledge has been
transferred. All objectives are understood to be prefixed by the words: "The expected
learning outcome is that the learner …"
References and teaching aids
In order to assist the facilitator/instructor, some reference publications and online materials
are provided in Part A, however there is extensive material available online, on CDs and in
hard copy publications and the amount of material is increasing rapidly. A prudent
facilitator/instructor will ensure awareness of what is available and make use of the material
most relevant to learners" needs.
Facilitator/instructor manual
The manual (Part D) has been used to structure and comment on the detailed teaching
syllabus and will provide valuable information to facilitators/instructors. It is expected that
institutions implementing the course will insert references to national requirements and
regulations as necessary.
Knowledge, understanding and proficiency IMO Textbooks, Teaching

Reference Bibliography Aid
1. Introduction and administration A1—Sec1
1.1 States the course objectives and outlines

the programme
Working knowledge of shipboard personnel management and training
2. Organization of crew, authority structure, R1, R2 A1—Sec2

responsibilities
2.1
2.2 Describes typical shipboard organization
Explains management level, states positions
2.3 and describes roles
2.4 Explains operational level, states positions
2.5 and describes roles
Explains support level, states positions and E1
describes roles
Outlines chain of command
3. Cultural awareness, inherent traits, attitudes E2

and behaviours, cross-cultural
communication
3.1
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3.2 Explains cultural awareness
3.3 Gives examples of inherent cultural traits
Explains association between inherent traits,
3.4 attitudes and behaviours
Describes special care needed in
cross-cultural communication, especially on
board ship
4. Shipboard situation, informal social B1

structures on board
4.1
Describes common informal structures with
4.2 multi-cultural crews
Explains why informal social structures need
4.3 to be recognized and allowed for
Describes actions to improve cross-cultural
relationships
5. Human error, situation awareness, E3 A1—Ann2

automation awareness, complacency,
boredom
5.1
5.2 Explains terms "active failures" and "latent
5.3 conditions" E4
5.4 Explains errors of omission and errors of
5.5 commission
5.6 Describes and explains a typical error chain
Explains situation awareness and gives a
5.7 shipboard example
Describes actions subsequent to a near
miss
Describes linkage between automation,
complacency and boredom
Describes actions to address complacency
and boredom
6. Leadership and teamworking E5 A1—Ann1
6.1 Explains functional and designated

6.2 leadership
Describes leadership qualities including
6.3 self-awareness, situation awareness,
interpersonal skills, motivation, respect
6.4 Describes leadership characteristics,
including persona, assertiveness,
decisiveness, applying emotional
6.5 intelligence
6.6 Describes leadership techniques, including,
leading
6.7 by example, setting expectations, providing
oversight, delegating
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Outlines the differences between team and
group behaviour
Describes the advantages of a team
approach in shipboard operations
States the difference between a "standing
team" and a "mission" or "task" team
6.8 Explains "team-of-one" and why it is

6.9 common on board
States the features of good team
communications
7. Training, structured shipboard training A2

programme
7.1
7.2 Outlines importance of structured shipboard
training
7.3 Describes effective implementation of
structured shipboard training
7.4 Explains responsibility of officers to provide
7.5 structured shipboard training
Describes mentoring and coaching
7.6 Describes how trainee progress through
7.7 shipboard training programmes is assessed
Describes recording and reporting of trainee
7.8 progress
Describes company involvement in
structured shipboard training programmes
Explains that training programmes have to
be adjusted to suit ship's operational needs
Need for international maritime conventions, recommendations and national legislation

(knowledge of need, not of convention details, emphasis to be on human factors, not on
technical factors)
8. International maritime conventions E6 A1—Sec3
8.1 Outlines intent, history and application of

SOLAS
8.2 convention, including the ISM and ISPS
Codes
MARPOL Convention
STCW Convention and role of STW
8.5 Sub-Committee
Outlines intent, history and application of
8.6 Maritime Labour Convention
Describes the role of IMO with respect to
8.7 maritime conventions
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Describes the role of ILO with respect to
8.8 maritime conventions
8.9 Describes how IMO and ILO collaborate with
respect to maritime conventions
8.10 Explains how convention provisions are
implemented
Explains role of flag state in implementing
provisions of maritime conventions
Explains role of port state in implementing
provisions of maritime conventions
9. Recommendations and state legislation
9.1 Explains how recommendations differ from

9.2 regulations R3
9.3 Describes the IMO guidelines on the R4
mitigation of fatigue
9.4 Describes the IMO principles of safe
manning and the guidelines for their
implementation
Gives examples of recommendations and
state
legislation dealing with human factors
Ability to apply task and workload management
10. Planning and coordination E7 A1—Sec4
10.1 States what planning means with respect to

individuals and groups
10.2 Describes how planning outcomes are
10.3 measured
Describes the role of feedback with respect
10.4 to planning outcomes
10.5 Defines coordination
Gives examples of shipboard coordination
11. Personnel assignment
11.1 States what personnel assignment means

11.2 Gives examples of personnel assignment on
board
12.1 Describes common human limitations such

as fatigue, misunderstanding, complacency
12.2 Describes onboard activities that test human R1
limitations, including use of technology
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12.3 Describes indicators that human limitations
are being exceeded
12.4 Explains steps taken to avoid pushing crew
members beyond personal limitations
12.5 Explains how hidden pressures can cause
personal limitations to be exceeded
12.6 Describes the consequences of pushing a
person beyond their personal limitations
12.7 Outlines STCW 2011 "Fitness for Duty"
requirements
13.1 Gives examples of time constraints

13.2. Describes factors that cause time
13.3 constraints
13.4 States how time constraints are usually
13.5 addressed on board
13.6 Gives examples of resource constraints
Describes factors that cause resource
constraints
States how resource constraints are usually
addressed on board
14.1 States personal characteristics essential to

effective leadership and teamwork on board
14.2 Describes own abilities contributing to
leadership and teamwork on board
14.3 Describes how personal characteristics are
managed and strengthened
14.4 Explains how to personally contribute to
leadership and teamwork on board
15. Prioritization
15.1 Gives examples of prioritization

15.2 Explains why prioritization is necessary
16. Workloads, rest and fatigue R1
16.1 Describes own shipboard workload

16.2 Explains the dangers of high workload
16.3 Explains the disadvantages of low workload
16.4 Describes how workload can be assessed
16.5 Describes how to ensure an appropriate
16.6 workload
States the provisions for seafarers to get
16.7 adequate rest
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16.8 Describes recording of hours of rest
16.9 Describes signs of fatigue
16.10 Explains how fatigue can result in very
serious consequences
Gives examples of fatigue management
guidelines and regulations
17. Management (leadership) styles A1—Ann1
17.1 Explains how leadership and management

17.2 differ
Explains and gives examples of designated
17.3 and functional leadership
17.4 States leadership qualities
17.5 Describes leadership techniques
17.6 Describes development of an effective
leadership persona
Explains the need for a leader to "have an
honest look at himself or herself"
18. Challenges and responses E9
18.1 Explains what is meant by a "challenge and

response" environment
18.2 Explains why a challenge and response
environment is not always appropriate
18.3 States when an authoritarian approach is
18.4 justified
Describes "chain of command"
Knowledge and ability to apply effective resource management
19. Effective communication aboard and ashore B3 A1—Sec5
19.1 Describes the essence of effective

19.2 communication
19.3 States the main components of a
19.4 communication system
19.5 States the barriers to effective
19.6 communication
Describes four lines of communication
19.7 Describes effective communication
19.8 techniques
19.9 Explains why closed loop communication is
used when manoeuvring the ship
19.10 Describes communication protocols
commonly used at sea
Gives examples of internal and external
communication
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Explains how communication with people
ashore may differ from communication on
board
Explains what needs to be done to create a
good communication climate
20. Allocation, assignment and prioritization of

resources
20.1
20.2 Outlines the resources to be managed
20.3 aboard a ship at sea
Describes how use of resources is managed
Gives examples of shipboard resource
allocation, assignment and prioritization
21. Decision making reflecting team experience E10
21.1 Describes how to get the best out of a team

21.2 Describes allocation of work based on
21.3 competence
21.4 Explains that good teamwork and leadership
are indivisible
Explains how a good leader can exploit a
team dynamic
22. Assertiveness and leadership, including

motivation
22.1
22.2 Describes the leadership required of a junior
22.3 watchkeeper
Explains why assertive leadership may not
be effective
Describes how an individual or a team may
be motivated and de-motivated
23. Obtaining and maintaining situation E11

awareness
23.1
23.2 Gives examples of situation awareness
while watchkeeping
23.3 Gives examples of lack of situation
awareness while watchkeeping
23.4 Describes how modern electronic aids can
lead to lack of situation awareness
Explains the dangerous link between fatigue
and
situation awareness
24. Appraisal of work performance E12 A2
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24.1 Describes how work performance can be
24.2 appraised
States the benefits of effective work
performance appraisal
25. Short and long term strategies E13
25.1 Defines strategy

25.2 Explains the role of short term strategies in
effective onboard resource management
25.3 Describes when the use of short term
25.4 strategy is necessary
Explains the role of long term strategies in
effective onboard resource management
Knowledge and ability to apply decision making techniques
26. Situation and risk assessment E14 A1—Sec6
26.1 Explains how a situation is assessed and

26.2 gives an example
26.3 States key characteristics of situation
26.4 assessment
26.5 Describes how situation awareness may be
weakened
26.6 Defines risk
26.7 Describes the relationship between situation
26.8 assessment and risk
26.9 Describes how risk may be assessed
Describes how risk may be managed
Explains the role of risk assessment in risk
management
Describes the role of situation and risk
assessment in decision making
27.1 Gives examples of consideration of options

27.2 available
27.3 Describes how an option may be created
Describes the role of leadership in creating
options
28.1 States obligation to identify most appropriate

course of action
28.2 Describes considerations in identifying most
appropriate course of action
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29. Evaluation of outcome effectiveness A1—Case
Studies
29.1 Gives examples of outcomes of shipboard
29.2 courses of action
Describes how the outcome of a course of
29.3 action can be assessed
Describes possible follow-up actions once
outcome is assessed
30. Decision making and problem solving

techniques
30.1
Gives examples and explains problem
solving techniques
31.1 Explains the various forms of authority

31.2 Describes the form of authority found on
31.3 board a ship
31.4 Gives meaning of assertiveness
Describes shipboard situations justifying
greater assertiveness
32. Judgement E15
32.1 Gives meaning of judgement

32.2 Explains difference between "reality
judgement" and "value judgement"
32.3 Gives example of use of judgement on
board
33.1 Describes the most common shipboard

33.2 emergencies
States leadership requirements when
33.3 dealing with a
shipboard emergency
33.4 Describes the preparations for dealing with a
shipboard emergency
33.5 Describes the preparatory steps taken for
crowd
33.6 management on board a passenger ship
Describes roles of master and management
personnel in dealing with an emergency
Describes own role in dealing with an
emergency
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Self-awareness, personal and professional development
34. Opportunities and availability A1—Sec7
34.1 Describes the opportunities available for

personnel development
34.2 Explains how to benefit from these
34.3 opportunities
Outlines own intentions with respect to
professional development
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Part D: Instructor manual
Introduction
This part provides guidance on the material to be presented and the manner of doing so.
It should reflect the views of the facilitator/instructor, but also encourage discussion on the part of
all involved. Leadership and teamwork are topics well suited for class discussion and "lecturing"
should be very limited. Techniques to encourage learner/trainee involvement and active
discussion by all participants should be used, such as break-out groups, workshops, panel and
round table discussions and formulation of recommendations on how to improve leadership and
teamwork.
Guidance is provided in the Guidance on the implementation of IMO model courses, which
includes a checklist for the effective preparation of courses, an important element in ensuring
satisfactory learning outcomes.
Guidelines for the instructor

The facilitator/instructor's task is to ensure that a person completing this course will be more
competent in carrying out their role in the operation of a ship, a large, live-aboard vehicle
operating in differing natural, technological and regulatory environments, often over extended
periods of time, efficiently, safely, cleanly and securely, with a team that may be large,
multi-cultural and with varying levels of competence.
The learners/trainees are to understand that competent leadership and effective teamwork are
critical to satisfactory performance of operational level duties, irrespective of individual roles on
board. Situations differ and range from routine, to demanding, to extremely demanding, as in an
emergency. Particular situations can require changes in the leadership style and associated
teamwork, particularly where different people are involved. It is essential to inspire motivation,
commitment and improved team performance in a harmonious workplace environment that
encourages teamwork.
Individual differences result in different approaches to leadership. While some people possess
natural leadership abilities, their leadership can be improved through learning, especially through
experience. Some will learn quickly. Others will learn more slowly, while others who may not be
suitable for leadership roles, will be natural followers and need to be led. With respect to the
latter, cultural sensitivities can be very significant, especially in the enclosed and isolated
environment on board a ship at sea on a long ocean voyage.
The groups of seafarers undertaking these courses will have different characteristics and needs,
hence the subject of management and leadership will be best taught through stimulating learner
interaction and not through a series of lectures. Although it will vary between individuals, an
awareness of what is meant by leadership and teamwork is widespread and many consider
effective performance in routine situations to be an everyday requirement, readily understood and
met.
In demanding situations, such as in poor visibility, heavy weather or mechanical failure,

there is normally a ready acceptance of leadership exercised by those designated to lead.
In emergencies, such as a major breakdown, fire or stranding, acceptance of strong leadership
is essential and weak leadership and poor teamwork may result in a different person coming to
the fore and providing the leadership.
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These elements of leadership and teamwork aboard a ship are to be taken into account in the
course activities. It is very important that there is not a series of set lectures, dominated by
one-way communication from the facilitator/instructor to the learners/trainees. Also, the use of
training videos should be restricted, to enable more time for interaction. Instead, relatively brief
introductory remarks by the facilitator/instructor should lead to class discussion of what on-board
leadership and teamwork is all about. With some cultures, discussion and debate by all in the
class will be readily generated through appropriate introductory, explanatory remarks by the
facilitator/instructor, who then invites discussion. With other cultures, the facilitator/instructor will
need to work hard at ensuring input from the learners/trainees, especially from the naturally
reserved. Interesting case studies, followed by plenary and group discussions analyzing the
apparent strengths and deficiencies in leadership and teamwork in the situation under
consideration should be used in teaching of each topic.
The following guidance, arranged under the headings given in Part C, follows the provisions in
STCW 2011, table A-II/1 "Specification of minimum standards for officers in charge of a
navigational watch on ships of 500 gross tonnage or more", and also reflects the recommended
program for the course:
1 Introduction
Participants to be welcomed and introduced. The facilitator/instructor outlines the course

objectives, the program and the teaching methodology. Administrative arrangements are
described and participant responses sought.
2 Working knowledge of shipboard personnel management and training
Participants to be invited to relate their own experiences, following an introductory outline of

shipboard organizations and the chains of command, the management, operational and support
levels provided for in STCW 2011 and the associated roles.
The multi-cultural aspects of modern crewing are described, followed by a discussion on inherent
traits, attitudes and behaviours, including informal behaviour and social structures and the special
care needed to ensure healthy cross-cultural relationships.
The facilitator/instructor describes current thinking about human error, its causes and involvement
in shipboard operations, conditions such as lack of situational awareness that can lead to such
errors and actions to safeguard against human error.
Leadership and teamworking to be addressed through a description of leadership styles, briefly

described in Annex 1 to this Part, their characteristics and effectiveness in shipboard situations
and their adaptation to achieve maximum effectiveness in varying situations.
One or more appropriate case studies should be used. Participants should be invited to describe
their own leadership styles, as well as those they have experienced, and give examples of good
and poor leadership. Also the advantages of a team approach in shipboard operations should be
discussed and an understanding of how to build and maintain effective teamwork should be
developed.
Following a description of the common maritime training regimes and the training needs of the
industry, participants to discuss training and assessment, the need for effective structured
onboard training and assessment programmes, the difficulties of achieving this, their own
experiences and what they think should be done to improve current maritime education and
training.
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3 Need for international maritime conventions, recommendations and national

legislation (emphasis to be on human factors, not on technical factors)
Within the context of this course on leadership and teamwork, there is not need for the
facilitator/instructor to deal with conventions and regulations in detail (which should be done
elsewhere in the overall training scheme), but rather to create understanding of their need and the
role of IMO and states in their formulation and implementation. Participants are to have sufficient
understanding of the regulatory framework as a background for the context in which leadership
and teamwork is being taught.
4 Ability to apply task and workload management
This part of the course is to concentrate on the individual, his or her abilities and responses to the
onboard requirements for competent activities contributing to the efficient operation of the ship,
the planning and coordination needed and how this can be achieved. Human limitations and
other resource constraints and how they are addressed in the shipboard situation should be
described, with emphasis on workload that can lead to stress, fatigue and the measures needed
to ensure satisfactory performance and avoidance of fatigue through adequate rest.
In teaching the management aspects, the facilitator/instructor should emphasize leadership and
the various styles, the differences between leadership and management and relevant techniques
and their use in dealing with differing situations. (In table A/II-2, STCW 2011 provides for
"Controlling the operation of the ship and care for persons on board at the management level" for
greater focus on management training.)
If this recommended sequence is being followed, by this stage in the course, learners/trainees
should be at ease and readily able to participate in case studies. Discussion and break-out
groups should be part of the training.
5 Knowledge and ability to apply effective resource management
While effective communication should be encouraged right from the start of the course, it is now
time to explain the elements and good communication practice. Effective communication is one of
the most important aspects of the course, both as a subject of learning and also as practiced by
all involved in the course. It is essential that the facilitator/instructor is an effective communicator,
knowledgeable and interesting, able to explain clearly, encourage learner input and respond
readily to feedback.
The difficulties arising in a class comprised of people from differing cultures and first languages
are likely to be significant, however they reflect the situation aboard many ships and must be
recognized and addressed. Care must be taken to ensure an understanding, and a
compassionate, helpful approach when individuals with limited facility with English are involved.
Within the context of effective management of the limited resources available aboard a ship at
sea, it is necessary to cover allocation, assignment and prioritization of the resources on board,
the leadership and decision making necessary to ensure motivated teamwork and constructive
ongoing relationships, the situation awareness and responsiveness, performance appraisal and
the strategies used. Case studies should be used and discussion should emphasize realism within
the context of shipboard operations.
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6 Knowledge and ability to apply decision making techniques
This section requires introduction to the art of judgment, situation and risk assessment,
consideration of corrective options available, selection of the course of action to take, assessment
of effectiveness and further actions, the techniques to employ to ensure outcome effectiveness.
This is to be extended, but in a way appropriate to non-management personnel, to the
management of emergencies and crowd management, the form of onboard authority for dealing
with such situations, especially where passengers and crew with a variety of first languages and
cultures are involved, as is common on passenger ships. Learners/trainees should be
encouraged to describe relevant experiences and one or more case studies should be used.
7 Self-awareness, personal and professional development
Effective leadership and teamwork require self-awareness of own relevant strengths and
weaknesses and ability to manage these characteristics. Within the context of an evolving
shipping industry and the impact of new technologies on operations on board, effective
leadership also requires knowledge and understanding of the changes and the necessary
responses. Although awareness of personal characteristics and operational developments should
be emphasized at the start of the course, as well as at any stage in the course, the closing stages
should bring stronger emphasis on the need for personal and professional development
and the means available for achieving this.
Closing
When bringing the course to a close the facilitator/instructor should stress the benefits of the
interactive nature of the teaching and how such interaction is also part of leadership and
teamwork. Also, while participation in the course will have raised awareness of the elements of
leadership and teamwork, it will be through exercising leadership, observing others, participating
in and building teamwork in the working environment, learning from the more competent and
experienced people on board, that competence in leading will develop.
In-course assessment should be conducted throughout the course. Simple written or oral
examination is not appropriate. Each learner should be advised about his or her progress during
and at the end of the course. A course completion certificate should be issued, unless there are
very sound reasons for not doing so, such as inability to participate or failure to attend a significant
part of the course.
Timetable
Leadership and teamwork are topics fundamental to training to ensure competence at sea.
Competent leadership and teamwork is essential across the whole range of shipboard operations.
Completion of this course does not make a successful participant a leader or effective member of
a team; at best it will have created an awareness of the issues involved, the self-development and
safeguards needed and the motivation to succeed as a leader.
This awareness raising will be best achieved by not by closely following a detailed program of
lectures supported by visual aids, questions and answers, but instead be learner-centred and
generate a high level of personal interaction. Hence the usual detailed course timetable with a
prescriptive sequence of topics, the delivery methodology – lecture, demonstration, use of slides
and other AVA, the time to be spent on each element – is not included in this guidance, but is left
to the facilitator/instructor and colleagues to decide. Irrespective of sequence and time spent on
various topics, not less than three days, each with at least six hours of active learning should be
devoted to the course.
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Participants will already have their own ideas of good and bad leadership and teamwork. It is
incumbent upon the facilitator/instructor to encourage expression of these ideas and their
discussion and debate. While it is recommended that the sequence of topics 1 to 7 given above
be followed, this may not necessarily be so and will depend upon the sequence in which issues
are raised. It is however important that all of the topics be covered.
The facilitator/instructor's background knowledge should enable mention of well-known leaders,

their common characteristics and their individual actions; e.g. Mahatma Gandhi, Franklin
Roosevelt, Mao Zedong, Winston Churchill, Adolf Hitler, Joseph Stalin, Nelson Mandela, Lee
Kuan Yew, Martin Luther King, Steve Jobs. Where the course participants are predominantly
from one country, it would be helpful if the facilitator/instructor knew about some of that country's
leaders and mentioned them in class. The internet has an abundance of information and if online
access is available, which it should be, the learners/trainees should be encouraged to find out for
themselves.
The facilitator/instructor is strongly encouraged to have a stock of case studies to illustrate the
topic in hand and generate discussion. For example:
 the stranding of the ShenNeng 1 on the Great Barrier Reef in 2010, a primary cause of
which was the fatigue of the Mate, who had only two-and-a-half hours sleep during the 38
hours preceding the accident;
 the sinking of the al-Salam Boccaccio 98 in the Red Sea in 2006 with the loss of over
1000 passengers, partly as a result of capsizing due to the decision to turn a ship that was
unstable because of water on the vehicle deck;
 the sinking of the Estonia in the Baltic in 1994 with the loss of 852 lives as a result of
water on the vehicle deck in heavy weather, the mobilization of rescue services and the
difficulties of successful abandonment and rescue;
 the capsizing of the Herald of Free Enterprise off the Belgian Coast in March 1987 with
the loss of 188 lives and the role of poor leadership and teamwork aboard and ashore that
led to this disaster;
 the heaviest loss of life in a maritime accident since World War II which occurred when the
Doña Paz burnt following a collision in the Philippines in December 1987, which resulted
in the loss of over 4000 lives;
 the capsizing of the Wahine at the entrance to Wellington Harbour, New Zealand, in 1968,
with the loss of 53 lives and the enquiry findings of inadequate leadership and errors of
judgment on board and ashore;
 the Amoco Cadiz stranding and the inadequate leadership in dealing with a slowly
developing situation that led to the largest spillage of crude oil on a coastline, some
220,000 tonnes on to the coast of Brittany, France, in 1968;
 the Andrea Doria/Stockholm collision off New York in 1956 as a result of incorrect
assessment of the visibility and misinterpretation of the information displayed on the radar,
particularly the decision by the master of the Andrea Doria to alter to port when the ships
were very close at a combined speed of 40 knots;
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 the abandonment of the burning troopship Empire Windrush in the Mediterranean

in 1954, in which all 1276 passengers were saved and the role that military leadership and
teamwork played in ensuring its success;
 the loss of 137 passenger and crew lives on the burning Morro Castle off the coast of
New Jersey in 1934 and the part played by the lack of leadership and poor judgment,
particularly as a contrast to disciplined abandonment of the Empire Windrush.
There is sufficient information about these maritime casualties on the internet for them to be used
as case studies, as well as of other casualties and their causes. Ensuring adequate knowledge of
these and similar casualties should be an essential part of the facilitator/instructor's preparation.
After presentation by the facilitator/instructor, the learners/trainees could go into break-out groups,
ideally in different rooms, to discuss and then report back, which would be followed by a plenary
discussion on the group outcomes.
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Annex 1
Leadership styles
Definition of leadership
Leadership is a process whereby an individual influences a group of individuals to achieve a

common goal. Leaders carry out this process by applying their leadership knowledge and skills.
Knowledge is information that changes something or somebody – either by becoming grounds for
actions, or by making an individual (or an institution) capable of different or more effective action –
Peter F Drucker in The New Realities.
Skill (techne in Greek) is used to denote expertise developed in the course of training and
experience.
Peter Drucker argued that a skill cannot be explained in words, but could only be demonstrated.
Thus, the only way to learn a skill was through apprenticeship and experience. (Drucker wrote
many books dealing with leadership, teamwork and management.)
Popular leadership styles – a glossary
Theoretical frameworks usually identify the following leadership styles, which should be described
to the learners/trainees and the relevance of each style to shipboard operations discussed.
Learners/trainees should be invited to give examples of styles they have experienced and
comment on their usefulness.
1. Autocratic leadership
Autocratic leadership is an extreme form of leadership, in which leaders exercise power over
followers who are given little opportunity to make suggestions, even if these would be in the
team's or the organization's best interests. While most people tend to resent such treatment,
however for emergencies requiring strong leadership and also for some routine and unskilled jobs,
the style can be effective as the advantages of tight control may outweigh the disadvantages.
2. Bureaucratic leadership
Bureaucratic leaders work "by the book", closely following rules and procedures. This is a very
appropriate style for work involving serious safety risks such as working with machinery, entering
enclosed spaces, handling dangerous cargoes, or working at dangerous heights. It is also
necessary when handling money.
3. Charismatic leadership
A charismatic leader inspires enthusiasm and generates energy in driving others forward. People
readily follow a charismatic leader, such as a popular politician. There is however the risk that
such a leader is overly attributed with success by followers and becomes too self-confident and
self-centred. A charismatic leader bears heavy responsibility, as there is a tendency to "leave it to
the boss". There is need for long-term commitment and the on-board situation may suffer through
such a leader having only short periods of service.
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4. Democratic or participative leadership
Democratic leaders invite members of the team to participate in decision making, though they
bear responsibility for the final decisions. This increases job satisfaction and morale because
people feel involved and respected and personal development is encouraged. Motivation is more
readily generated. Deliberation over issues while reaching for a decision can take time, but is
more likely to result in a satisfactory outcome. It can also result in team building and a feeling of
being involved and with the opportunity to contribute to operations. On board operational
meetings provide opportunities for democratic leadership.
5. Laissez-faire leadership
This French phrase means "let it be," and refers to leaders who leave their team members to work
on their own. It can be appropriate when team members are highly skilled and competent in doing
their work. An example could be a Master or Chief Engineer with sufficient trust in the staff to let
them get on with running the ship, but who at the same time monitors what's being achieved and
communicates this back to the team. Laissez-faire leadership may however result from weak
leadership with insufficient control, leaving staff to "do their own thing", with potential for things to
quickly get out of hand.
6. Task-Oriented leadership
A task-oriented leader concentrates on getting the job done, often in an autocratic manner.
An example could be the loading of a heavy lift. The task is clearly defined and planned, the
organization is clear, those involved know their roles and are competent to carry them out and
respond to orders from the leader. There is however the danger that this approach can become
too autocratic and give rise to a feeling of non-involvement in the decision making and discontent
as to the manner in which it is being carried out. There may also be reluctance to inform the
leader of risks and inefficiencies.
7. People-oriented or relations-oriented leadership
The opposite of task-oriented leadership. Leaders focus on organizing, supporting, and

developing their teams, very much as part of the team. An onboard operation often requires
people oriented leadership in its planning but task leadership in its performance, such as with the
loading of a dangerous cargo. An effective leader will use both styles as appropriate.
8. Transactional leadership
This style of leadership is traditional on board ship, where the "crew" know and accept that they
are to follow orders given by the "officers". This was accepted when joining the ship. The
"transaction" is that work will be done in return for payment and other rewards and the leader has
a right to penalize team members whose work does not meet the pre-determined standard. Team
members can do little to improve their job satisfaction under transactional leadership, but may be
given some control over rewards through the use of incentives that encourage even higher
standards or greater productivity, such as the payment of overtime. Transactional leadership is
more a type of management, not a true leadership style, with the focus more on short-term tasks,
such as getting a paint job done while good weather lasts, by working overtime.
9. Transformational leadership
People with this leadership style effectively inspire their teams with a shared vision of the future
and encourage enthusiasm among the team for situations to be transformed. While shipboard
operations require more transactional leadership, operations ashore are likely to require more
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transformational leadership at senior levels in response to changes in the business and regulatory
environments. Transactional leaders (management level) ensure that routine work is done
reliably, while the transformational leaders look after initiatives that add new value.
10. Servant leadership
The leader who is often not formally recognized as such. When someone, at any level within an
organization, leads simply by meeting the needs of the team, he or she is described as a "servant
leader"; e.g. a crew member who through natural abilities and strong motivation leads from
behind; e.g. through influence leading to a protest to the onboard management as a result of
dissatisfaction. A servant leader usually becomes powerful on the basis of strong values and
ideals and an ability to influence colleagues.
Key points
While the transformational leadership approach is often highly effective, there's no one "right" way
to lead or manage that fits all situations. To choose the most effective approach, consider:
• the skill levels and experience of the team;

• the work involved (routine, or new and creative);
• the organizational environment (stable or radically changing, conservative or adventurous);
• preferred or natural leadership style.
Good leaders switch instinctively between styles, according to the situation, the people involved
and the work to be done. Trust is established and the needs of the organization balanced against
the needs of the team. The facilitator/instructor should encourage the learners/trainees to identify
leadership styles appropriate for different onboard situations and give reasons.
Poor leaders (sometimes referred to as "toxic leaders") abuse the leader-follower relationship.
Common traits of toxic leadership are:
• Glibness/superficial charm
• Grandiose sense of self-worth
• Pathological lying
• Cunning/manipulative
• Lack of remorse or guilt
• Callous/lack of empathy
• Shallow emotional affect (genuine emotion is short-lived and egocentric)
• Failure to accept responsibility for own actions.
Many are authoritarian (control freaks) tending to use micro-management, over-management and
management by fear. Micromanagers usually dislike a subordinate making decisions without
consulting them, regardless of the level of authority or factual correctness. A toxic leader can be
hypercritical of others in trying to hide their own faults. They can also be both frightening and
psychologically stressful to work with.
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Annex 2
Sample lesson plans
Example 1 – Human error
Learning objective: Understanding human error, situation awareness, automation awareness,

complacency, boredom and the implications for leadership:
1) Explains terms "active failures" and "latent conditions"; gives examples that illustrate active
failures by operational people and the latent conditions that contributed – e.g. a bunker
spillage as a result of inadequate manning and need to also attend to other tasks;
2) Explains errors of omission and errors of commission; gives examples of an error due to
something being left out – e.g. omitting an item from a dry-dock list – and due to something
done incorrectly – e.g. inadequate securing of an item liable to move when at sea;
3) Describes and explains a typical error chain; illustrates how one error leads to another and so
on, such as when company pressures lead to a decision to maintain speed in restricted
visibility and heavy traffic to meet the given ETA, the lookout is not strengthened and a
collision results;
4) Explains situation awareness and gives a shipboard example; explains how modern enclosed
bridge designs, with extensive use of electronic equipment can lead to poor awareness of the
actual situation outside, e.g. a combination of fatigue in a comfortable modern bridge results in
inadequate lookout and collision with a small craft not readily detected electronically;
5) Describes actions subsequent to a near miss; stresses the need to analyse the situation that
resulted in narrowly avoiding a serious accident, such as a fall as a result of a slippery surface,
but which did not result in injury;
6) Describes linkage between automation, complacency and boredom; raises awareness of the
growing concern of how efficient automation can lead to over-reliance on technology and lack
of personnel involvement, leading to boredom, such as during watchkeeping on a well-found
modern ship;
7) Describes actions to address complacency and boredom; examples of steps that can be taken
to reduce complacency and boredom discussed, but emphasis is on the obligation to ensure
that the primary duty – e.g. lookout during bridge watchkeeping – is not compromised.
Human error thinking applies to all activities, whatever is happening on board or ashore in relation
to shipboard operations and the interest of all involved in the course should be readily stimulated
by the introductory comments made by the facilitator/instructor. These comments should be
illustrated by an appropriate case study – e.g. the Herald of Free Enterprise – and the
learners/trainees stimulated to discuss the issues apparent from the case study and also to relate
their own relevant experiences.
Use of audio visual aids should be restricted to one of two that make brief clear points that
illustrate and increase understanding of effective communication. In place of excessive
dependence on such aids, more time should be spent on learner/trainee participation, with all in
the class tactfully encouraged to contribute.
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Example 2 – Fatigue
Learning objective: Ability to apply task and workload management:
1) Describes own shipboard workload; learners/trainees to describe their own experiences and
comment on good and not so good aspects; these could be listed on a white board by one of
the learners/trainees;
2) Explains the dangers of high workload; examples of high workloads leading to inattention to
detail giving rise to error, stress, frustration and fatigue to be discussed;
3) Explains the disadvantages of low workload; examples of low workloads leading to lack of
involvement, non-caring, boredom, laziness and intention to quit to be discussed;
4) Describes how workload can be assessed; explains that workload refers to the relationship
between an individual or a group and the demands of the task and that assessment
endeavours to identify overload, bottlenecks and other factors such as lack of challenge
leading to boredom;
5) Describes how to ensure an appropriate workload; the corrections needed for the operation to
be efficient, effective and safe;
6) States the provisions for seafarers to get adequate rest; the provisions in STCW 2011 should
be outlined and discussion on generated on why these provisions are often not followed;
7) Describes recording of hours of rest; the widespread practice of inaccurate recording should
be discussed;
8) Describes signs of fatigue; learner input should be used to compile a list of the signs, which
would be common knowledge among all present;
9) Explains how fatigue can result in very serious consequences; the ShenNeng 1 stranding
provides a good example of a recent accident resulting directly from fatigue, but which also
illustrates the impact of conditions leading up to the accident;
10) Gives examples of fatigue management guidelines and regulations; discussion should refer to
the provisions in STCW 2011 and why they are necessary, as well as to company regulations
and guidelines the learners/trainees are familiar with.
As with other leadership and teamwork topics, common awareness of these matters, as well as
individual experiences, should be used by the facilitator/instructor to generate discussion and
learning, rather than over-reliance on lecturing and the use of audio visual aids. There are many
case studies, effective use of which would make a significant contribution to the understanding
and learning.
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Example 3 – Communication
Learning objective: Effective communication aboard and ashore:
1) Describes the essence of effective communication; demonstrate using clear and unclear
enunciation and obtaining student comment on effectiveness;
2) States the main components of a communication system; sender, transmission medium and
receiver;
3) States the barriers to effective communication; explain the common barriers in the maritime
situation; i.e. different first languages, different levels of English, different media, interference,
cultural differences, especially with respect to frankness;
4) Describes four lines of communication; written, oral, face to face, through a messenger,
telephone, radio; use in different circumstances;
5) Describes effective communication techniques; slow delivery, clear enunciation, pauses,

repetition, phonetics, closed loop;
6) Explains why closed loop communication should be used when manoeuvring the ship;
7) Describes communication protocols commonly used at sea; brevity, clarity, repetition, routine,
regulated;
8) Gives examples of internal and external communication; bridge and engine room; mooring
station and bridge; bridge and port control;
9) Explains how communication with people ashore may differ from communication on board;
brevity and speed in a very busy port, language difficulties, port matters dominate;
10) Explains what needs to be done to create a good communication climate; consistent clarity
and understanding, politeness, accuracy.
Flexibility is essential for successful teaching, depending upon facility with the English language
and cultural factors, hence no times are allocated other than to recommend that the overall period
of instruction does not go beyond 45 minutes without a break.
The session could commence with a presentation of a strait forward communication failure as a
result of unclear pronunciation; e.g. Transmission: "I sinking, I sinking!"; Response "What are you
thinking?"
A simple case study could be presented – e.g. a collision case or machinery failure that readily
leads to discussion of the causes. Learners/trainees could be split into break-out groups and
required to analyse and then present findings to a plenary session. This could then be followed
by an example of more complex communication failures; e.g. the Herald of Free Enterprise
capsize which showed failures on board as well as ashore.
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Part E: Assessment and evaluation
This Part provides some of the thinking about assessment and evaluation. Instructors/
facilitators should however be very conscious of the special nature of maritime operations
and of the frequently strong multi-cultural influences and communication difficulties that exist.
They should also be familiar with the following in the STCW Code both of which are referred
to later in this Part:
 Part A Criteria for evaluating competence; and
 Part B Recommended Guidance regarding the provisions of the STCW Convention

and its annex: Evaluation of competence;
As mentioned elsewhere, a course addressing leadership and teamwork should be

considered essentially as awareness raising of the issues involved. It is best done through
active participation in discussion by all course participants, particularly discussion of case
studies. One way "lecturing" is not appropriate, though the Instructor/facilitator must ensure
adequate explanation of the topics being considered. Participants" progress requires close
attention throughout the course. Traditional pen and paper testing is also not appropriate.
There needs to be continuous assessment and evaluation, with slow learners and those with
other difficulties identified and given special attention from early in the course.
Assessment is normally considered to be a preliminary phase in the evaluation process,

when various techniques are used to gather information about student progress. There is a
lot of material available online.
Performance assessments require students to demonstrate mastery of a skill or procedure

by performing it and has long been a part of the curriculum in many courses. Direct
assessment of performance has the advantage of greater validity as the person being
assessed is observed directly. Performance assessments are more useful in assessing
complex skills and high-level understanding, such as are required in leadership and
teamwork:
 specific events or activities to be assessed are content specific and related to the
course objectives; tasks may be very brief and straight forward, such as safely
embarking a pilot, or relatively long and complex, such as in responding to an
onboard emergency, and may be completed individually or in groups;
 problem-solving tasks related to real-world problems are often used in performance

assessments and may be embedded in a simulated or case study scenario, often with
role plays; maritime casualties provide many very suitable case studies of leadership
and teamwork, both effective and ineffective;
 a performance task can also be evaluated by peers; this can be particularly suitable
with a class comprised of people at a similar stage in their careers, such as junior
watchkeepers; checklists with the evaluative criteria listed and with some form of
rating scale should be used to assist the evaluation.
Evaluation is the weighing of assessment information against some standard, such as a

learning objective, in order to evaluate student progress and the effectiveness of the course.
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Good evaluation facilitates learning and improves teaching. Understanding of student

progress is based on information gathered through assessment strategies. This information
assists facilitators in planning or modifying teaching programs, which helps students learn
more effectively. Evaluations are also used for reporting progress to students and their
associates, as well as for facilitating student progress.
To evaluate learning in areas such as leadership and teamwork, strategies other than
traditional written and oral tests are required. There should be greater reliance on activities
such as observation of student participation in discussions and oral and written assignments,
and in responses to direct questioning and process.
Classroom facilitation is at the forefront in determining student progress, using sound

evaluative practices that include careful planning, appropriate assessment strategies, and,
most importantly, sound professional judgment on the part of the facilitator.
In recognition of the importance of evaluation as an integral part of a curriculum, five guiding

principles, which provide a framework for Instructors/facilitators in planning for student
evaluation, have been developed:
 evaluation is an essential part of the teaching-learning process; a planned,

continuous activity closely linked to curriculum and instruction;
 evaluation should be guided by the intended learning outcomes of the curriculum, and
a variety of assessment techniques should be used;
 evaluation plans should be communicated in advance to students, who should have

opportunities for input;
 evaluation should be fair and equitable, sensitive to culture, classroom, academy and
community situations and free of bias; all students should be given opportunities to
demonstrate the extent of their knowledge, understanding, skills, and attitudes;
 evaluation should support students success by providing positive feedback and

encouraging students to participate actively in their own growth.
There are three main types of student evaluation, all of which are usually conducted during a
course:
Formative evaluation is an ongoing classroom process that keeps students and educators
informed of students" progress towards program learning objectives.
Summative evaluation occurs usually at the end of a unit of study. Its primary purpose is to
determine what has been learned over a period of time, to summarize student progress, and
to report progress relative to curriculum.
Seldom are evaluations strictly formative or strictly summative. For example, summative
evaluation can be used formatively to assist facilitators in making decisions about changes to
instructional strategies or other aspects of students" learning programs. Similarly, formative
evaluation may be used to assist facilitators in making summative judgments about student
progress. It is important that facilitators make clear to students the purpose of assessments
and whether they will later be used summatively.
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Diagnostic evaluation is principally used to identify students who lack prerequisite

knowledge, understanding, or skills, so that remedial help can be arranged; to identify gifted
learners to ensure they are being sufficiently challenged; and to identify student interests.
Evaluation can be viewed as a cyclical process including four phases: preparation,

assessment, evaluation, and reflection.
In the preparation phase, decisions are made which identify what is to be evaluated, the
type of evaluation (formative, summative, or diagnostic) to be used, the criteria against which
student learning outcomes will be judged, and the most appropriate assessment techniques
with which to gather information on student progress. The facilitator's decisions in this phase
form the basis for the remaining phases.
During the assessment phase, the facilitator identifies information gathering techniques,
constructs or selects instruments, administers them to the student, and collects the
information on student learning progress. The facilitator continues to make decisions in this
phase. The identification and elimination of bias (e.g. gender and culture bias) from the
assessment techniques and instruments, and determining where, when, and how
assessments will be conducted, are examples of key considerations.
During the evaluation phase, the facilitator interprets the assessment information and
makes judgments about student progress. Based on the judgments or evaluations,
facilitators make decisions about student learning programs and report on progress to
students, academy personnel, employers and others as appropriate.
The reflection phase allows the facilitator to consider the extent to which the previous
phases in the evaluation process have been successful. Specifically, the facilitator evaluates
the utility and appropriateness of the assessment techniques used. Such reflection assists
the facilitator in making decisions concerning improvements or modifications to subsequent
teaching and evaluation.
All four phases are included in formative, diagnostic, and summative evaluation.
Effective assessment is a continuous process. It's not simply something that's done at the
conclusion of a unit of study or at the end of a lesson. Effective assessment and evaluation
should be integrated into all aspects of the curriculum, providing both facilitators and
students with relevant and useful data to gauge progress and determine the effectiveness of
materials and procedures.
The design and implementation of assessment tools themselves is competency based. The
evidence from such assessments (weighted to the criteria) must always be verified, validated
and controlled.
In contrast, those still using traditional methods tend to rely on exam results (graded). This is
another area of contention. Do we grade and have a pass mark, or is it 100% only to gain
the minimum standard which connotes as being able to perform the task(s), applying sound
underpinning knowledge, theory and practice, transferring the required performance across
different scenarios and levels of difficulty, as well as the ability to transfer the knowledge,
skills and performance criteria to others and to assess them in-situ. How many assessments
are required? What is the range of assessments, equipment, tools, methods and so on
available for use? Lately, the definition of competence/standard has included
"economic savvy", raising another dimension.
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Criteria to consider:
• Effective evaluation is a continuous, on-going process. Much more than determining

the outcome of learning, it is rather a way of gauging learning over time. Learning and
evaluation are never completed; they are always evolving and developing.
• A variety of evaluative tools is necessary to provide the most accurate assessment of

students" learning and progress. Dependence on one type of tool to the exclusion of
others deprives students of valuable learning opportunities and the facilitator of
measures that help growth of students and the overall program.
• Evaluation must be a collaborative activity between facilitators and students. Students

must be able to assume an active role in evaluation so they can begin to develop
individual responsibilities for development and self-monitoring.
• Evaluation needs to be authentic. It must be based on the natural activities and

processes students do both in the classroom and in their everyday work. For
example, relying solely on formalized testing procedures may send a signal to
students that learning is simply a search for "right answers."
Evaluation is intrinsically more complex than writing a test, giving it to a group of students,
scoring it, and handing it back with some sort of letter grade. It involves a combination of
procedures and designs that not only gauge students" work but also help them develop in the
process.
Standardized assessment tools include the following:
1. Supervised test – written, graphic, oral or demonstrable
2. Work-based demonstration – i.e. real time and real events
3. Simulated conditions emulating item 2
4. Portfolio that is authentic (follows an accredited training programme) is verified

continuously and validated by an authority or proper person (e.g. authorized
assessor, examiner)
5. Case study – analysis, solutions and corrective actions
6. Role play based on 2, 3, 4 and 5.
For each assessment, there should be agreement between assessor and candidate, the
latter fully briefed by the assessor about the conditions of assessment, the tasks to be
assessed and the required actions/evolutions to satisfy the model answer/outcome.
The standard is achieved for the competency (industry based (published) and not school
based or theory based benchmark).
Authentic assessments have many potential benefits; e.g.:
 Students assume an active role in the assessment process. This shift in

emphasis may result in reduced test anxiety, enhanced self-esteem and
understanding of the process, particularly by adult learners.
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 Authentic assessment can be successfully used with students of varying cultural

backgrounds, learning styles, academic and communicative abilities, which is
often the case with maritime students.
 Tasks used in authentic assessment are more interesting and reflective of

students" experience, especially when they reflect maritime situations.
 Authenticity can lead to a more positive attitude towards learning and

participation in classroom activities, as well as generate ongoing interest in
acquiring more learning.
 Effective assessment promotes a more student-centred approach to teaching

and assessment.
 Facilitators have a greater role in the assessment process than through

traditional testing programs. This involvement helps to assure the evaluation
process reflects course goals and objectives.
 Authentic assessment provides the facilitator with valuable feedback on student

progress and the effectiveness of the instruction and learning.
 All involved more readily understand authentic assessments than the

abstract percentiles, grade equivalents, and other measures of standardized
tests.
 Authentic assessment in maritime education and training should involve case

studies with specific focuses; e.g. cause and effect and risk assessment and
mitigation, simulations and role play with alternate leaders.
Authentic assessments are new to most students. They may be suspicious at first; years of
conditioning with paper and pen tests, searching for the single right answer, are not easily
undone. Authentic assessments require a new way of perceiving learning and evaluation.
The role of the facilitator also changes to one involving more facilitation with the flexibility
required to meet student needs. Specific assignments or tasks to be evaluated and the
assessment criteria need to be clearly identified at the start. Efficient record keeping is
essential.
The facilitator should aim for simple, readily understandable teaching and assessment, which
encourages the learners to have a high level of participation.
 Comment on STCW Code Part A Criteria for evaluating competence
Each of the criteria listed in table A-II/1 and table A-III/1 is listed below with comment on how
the criteria could be addressed.
The crew are allocated duties and informed of expected standards of work and behaviour in
a manner appropriate to the individuals concerned.
As allocation of duties cannot be effectively done in the classroom, allocation as experienced

by the participants should be discussed and the effectiveness commented upon. Discussion
could consider various ship types, e.g. a small vessel with minimal crewing, a bulk carrier
with typical crewing and a large passenger vessel with large crewing including a significant
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number of hotel staff, as well as mono- and multi-cultural crews, with a variety of abilities to
communicate, especially in English.
Training objectives and activities are based on assessment of current competence and
capabilities and operational requirements.
With the various levels of competence, capabilities and operational requirements in the
industry, the training objectives and activities must be focussed on the needs of the course
participants in their work aboard ship, so as to ensure that learning occurs and all finish the
course with a greater understanding of the meaning of leadership and teamwork and their
effective performance on board.
Operations are demonstrated to be in accordance with applicable rules.
Maritime transport is highly regulated and operational compliance is essential. Course

participants, already qualified as watchkeepers, should be aware of the rules and able to
demonstrate that the operations for which they will be required to demonstrate leadership
and work in a team are in compliance. Many case studies could be used to demonstrate;
e.g. entry into an enclosed space, bunkering, responding to a distress call.
Operations are planned and resources are allocated as needed in correct priority to perform
necessary tasks.
Several specific operations should be selected – e.g. rigging the pilot ladder and embarking a
pilot – testing the gear before sailing – the operational sequence planned and duties
allocated, so as to ensure efficiency and safety.
Communication is clearly and unambiguously given and received.
Examples of effective and ineffective routine and emergency communications, within and
beyond the ship, should be studied, both oral and written. Participants should practice
achieving effective communication, especially in communicating in written and spoken
English, such as with a port control centre. Examples of types of communication – brief and
clear, explanatory and perhaps at length, closed loop – should be given and explained, with
appropriate situations described.
Effective leadership behaviours are demonstrated.
Annex 1 to Part D has a glossary of 10 leadership styles, which should be gone through, with
examples of when each, or a combination, is appropriate in shipboard operations, bearing in
mind that there is no one "right way" to lead which suits all situations and that good
leadership switches between behaviours according to the situations, especially when the
situation is changing.
Necessary team member(s) share accurate understanding of current and predicted vessel
and operational status and external environment.
Key members of a team must share a common and accurate understanding of the
environment in which the team is working. In this sense "environment" encompasses the
overall situation in which the desired outcome is to be achieved. For example, storage
drums break free from their lashings and move violently with the motion of the ship in bad
weather. A team is formed to re-stow and re-lash the drums while the motion is minimized
through altering course and slowing down. Bridge and engine-room personnel cooperate in
ensuring a successful outcome.
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Decisions are most effective for the situation.
Analysis of effective decision making in various situations assist understanding of what will
work and what will not. The case studies listed in Part D will be of assistance; the successful
abandonment of the Empire Windrush as a result of military style discipline, the loss of life
aboard the Herald of Free Enterprise as a result of slack discipline and heavy pressures to
meet schedule requirements, the Andrea Doria – Stockholm collision and the loss of life and
sinking of the latter, as a result of misinterpretation of the information provided by the radar
displays on each ship.
Classroom activities cannot fully replicate onboard situations, however if appropriate

simulation is available and there is time for it to be used to demonstrate a case study, it
should be of considerable assistance in ensuring clearer understanding of consequences of
good and poor decision making.
Operations are demonstrated to be effective and in accordance with applicable rules
Demonstration of the effectiveness of operations can be done during debriefing following a

simulation exercise. Learners/trainees should be encouraged to participate in a
comprehensive analysis of the actions taken and their outcomes.
 Comment on STCW Code Part B Recommended Guidance regarding the

provisions of the STCW Convention and its annex: Evaluation of
competence
The following extracts are from "Guidance regarding the master and the deck department":
13 The standard of competence to be achieved for certification as officer in charge of a

navigational watch is set out in table A-II/1. The standard specifies the knowledge and skill
required and the application of that knowledge and skill to the standard of performance
required on board ship.
14 Scope of knowledge is implicit in the concept of competence. Assessment of

competence should, therefore, encompass more than the immediate technical requirements
of the job, the skills and tasks to be performed, and should reflect the broader aspects
needed to meet the full expectations of competent performance as a ship's officer. This
includes relevant knowledge, theory, principles and cognitive skills which, to varying degrees,
underpin all levels of competence. It also encompasses proficiency in what to do, how and
when to do it, and why it should be done. Properly applied, this will help to ensure that a
candidate can:
1. work competently in different ships and across a range of circumstances;
2. anticipate, prepare for and deal with contingencies; and
3. adapt to new and changing requirements.
15 The criteria for evaluating competence (column 4 of table A-II/1) identify, primarily in
outcome terms, the essential aspects of competent performance. They are expressed so
that assessment of a candidate's performance can be made against them and should be
adequately documented in the training record book.
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16 Evaluation of competence is the process of:
1. collecting sufficient valid and reliable evidence about the candidate's knowledge,
understanding and proficiency to accomplish the tasks, duties and responsibilities
listed in column 1 of table A-II/1; and
2. judging that evidence against the criteria specified in the standard.
17 The arrangements for evaluating competence should be designed to take account of

different methods of assessment which can provide different types of evidence and
candidates" competence, e.g.:
1. direct observation of work activities (including seagoing service);
2. skills/proficiency/competency tests;
3. projects and assignments;
4. evidence from previous experience; and
5. written, oral and computer-based questioning techniques.
18 One or more of the first four methods listed should almost invariably be used to
provide evidence of ability, in addition to appropriate questioning techniques to provide
evidence of supporting knowledge and understanding.
While being fully aware of and understanding the above, this is recommended guidance and
not prescriptive and facilitators, in their role to ensure learning and assessment, should bear
in mind that appropriate learning has taken place. There is need for flexibility in their overall
approach and interaction with the students. The large variety of operational situations that
characterise the global shipping industry and the multi- cultural nature of its employees,
make it crucial that a flexible student-centred approach is adopted by all facilitators.
As with STCW Code Part B, this model course is not to be taken as prescriptive, but as
guidance on the approach to facilitating learning, material to be covered, how it is to be
covered, and the learning accomplished.
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Appendice 1
STCW Competence Provisions: Tables A-II/1, A-III/1
Function: Controlling the operation of the ship and care for persons on board at the
operational level
Competence: Application of leadership and teamworking skills
Table A-II/1
Specification of minimum standard of competence for officers in charge of
a navigational watch on ships of 500 gross tonnage or more
Table A-II/1 (continued)
Function: Controlling the operation of the ship and care for persons on board
at the operational level (continued)
Column 1 Column 2 Column 3 Column 4
Knowledge, understanding Methods for Criteria for

Competence
and proficiency demonstrating competence evaluating competence
Application of Working knowledge of shipboard Assessment of evidence The crew are allocated duties
leadership and personnel management and obtained from one or more of and informed of expected
teamworking training the following: standards of work and behaviour
skills in a manner appropriate to the
A knowledge of related .1 approved training individuals concerned
international maritime
conventions and .2 approved in-service Training objectives and activities
recommendations, and national experience are based on assessment of
legislation current competence and
.3 practical demonstration capabilities and operational
Ability to apply task and requirements
workload management,
including: Operations are demonstrated to
.1 planning and coordination be in accordance with applicable
rules
.2 personnel assignment
.3 time and resource
constraints
.4 prioritization
Application of Knowledge and ability to apply Operations are planned and

leadership and effective resource management: resources are allocated as
teamworking .1 allocation, assignment and needed in correct priority to
skills prioritization of resources perform necessary tasks
(continued)
.2 effective communication Communication is clearly and
onboard and ashore unambiguously given and
.3 decisions reflect consideration received
of team experiences
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Table A-II/1 (continued)

Competence
.4 assertiveness and
leadership, including Effective leadership behaviours
are demonstrated
motivation
.5 obtaining and maintaining Necessary team member(s)
situational awareness share accurate understanding of
current and predicted vessel
Knowledge and ability to apply status and operational status
decision-making techniques: and external environment
.1 situation and risk
assessment Decisions are most effective for
.2 identify and consider the situation
generated options
.3 selecting course of action
.4 evaluation of outcome
effectiveness
Table A-III/1
Specification of minimum standard of competence for officers in charge of
an engineering watch in a manned engine-room or designated duty engineers
in a periodically unmanned engine-room
Table A-III/1 (continued)

Competence
Application of Working knowledge of shipboard Assessment of evidence The crew are allocated duties
leadership and personnel management and obtained from one or more of and informed of expected
teamworking training the following: standards of work and behaviour
skills .1 approved training in a manner appropriate to the
A knowledge of related individuals concerned
international maritime .2 approved in-service
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Table A-III/1 (continued)

Competence
conventions and experience

recommendations, and national .3 practical demonstration Training objectives and activities
legislation are based on assessment of
current competence and
Ability to apply task and capabilities and operational
workload management, requirements.
including:
Operations are demonstrated to
.1 planning and coordination
be in accordance with applicable
.2 personnel assignment rules
.3 time and resource
constraints
.4 prioritization
Application of Knowledge and ability to apply Operations are planned and

leadership and effective resource management: resources are allocated as
teamworking .1 allocation, assignment, and needed in correct priority to
skills prioritization of resources perform necessary tasks
(continued)
.2 effective communication on Communication is clearly and
board and ashore unambiguously given and
.3 decisions reflect received
consideration of team
experiences Effective leadership behaviours
are demonstrated
.4 assertiveness and
leadership, including
Necessary team member(s)
motivation share accurate understanding of
.5 obtaining and maintaining current and predicted vessel
situational awareness state and operational status and
external environment
Knowledge and ability to apply
decision-making techniques: Decisions are most effective for
.1 situation and risk the situation
assessment
.2 identify and consider
generated options
.3 selecting course of action
.4 evaluation of outcome
effectiveness
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Appendice 2
Guidelines on dealing with management level issues that

arise during the course for operational level seafarers
The competence requirement in tables A-II/1 and A-III/1 for operational level is Application of
leadership and teamworking skills, whereas in tables A-II/2 and A-III/2 for management level
it is Use of leadership and managerial skills. The basic difference in these two requirements
is in teamworking in the former and managerial in the latter. Although this course is on
Leadership and Teamwork, consideration of managerial issues will inevitably arise during the
course.
Members of a ship's crew must work together as an overall team, as well as in smaller teams
formed for performing the many tasks involved in operating the ship which involve more than
one person. This work must be coordinated and checked, which brings in management.
Management can be understood as getting people together to accomplish desired goals and
objectives using available resources efficiently (with the least use of resources) and
effectively (the intent of the work is achieved). The greater the management role to be
carried out, the greater the responsibility to be borne.
On board ship the ultimate management role and responsibility rests with the Master, who
must make the major decisions essential to the safe, efficient, clean, secure operation of the
ship. While the focus of this course is on those working at the operational level, frequent
consideration of the issues that must be addressed at the management level is likely.
Leadership, teamworking and management involve a continuum of issues to be addressed,
involving all on board in some way, however the roles will differ.
At the management level there is greater need for interpersonal skills for communicating,
motivating, delegating and mentoring, conceptual skills for analyzing complex situations, and
diagnostic skills for determining and initiating appropriate situational responses.
The course facilitator needs to be aware of issues that are essentially external to work at the
operational level; e.g. decisions to abandon ship, to alter course or slow-down in severe
weather, to require a fatigued crew to work beyond normal hours, rest with the most senior
person on board, normally the Master. Although these situations are likely to be discussed
during the course, the facilitator should ensure that the discussion does not use up time that
should be spent on the leadership and teamwork needed in situations that must be dealt with
at the operational level.
Key to ensuring a successful Leadership and Teamwork Course will for all involved to ensure
that discussions relate principally to the issues that seafarers at the operational level will
encounter.
___________
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E

SUB-COMMITTEE ON STANDARDS OF STW 44/3/2

VALIDATION OF MODEL TRAINING COURSES

Model course – Leadership and Teamwork

Note by the Secretariat

Strategic direction: 5.2

High-level action: 5.2.2

Planned output: 5.2.2.5

Action to be taken: Paragraph 3

Related document: STW 40/14

Action requested of the Sub-Committee

DRAFT IMO MODEL COURSE ON LEADERSHIP AND TEAMWORK

MODEL COURSE 1.39

Leadership and Teamwork

This model course on Leadership and Teamwork

IMO wishes to express its sincere appreciation to the members of GlobalMET

Part A: Course framework

Part B: Course outline and timetable

Part C: Detailed teaching programme

Part D: Instructor manual

Annex 1: Leadership styles

Part E: Assessment and evaluation

1. Application of leadership and teamworking skills provisions for controlling

Introduction to model courses

 Purpose of the model courses

 Use of the model course

 Properly qualified facilitators/instructors

 Competency based training and assessment

• is about what a person can do (i.e. the outcome of training);

Part A: Course framework

 Working knowledge of shipboard personnel management and training

 Course certificate, diploma or document

 classroom learning through presentations

 Course intake limitations

 Teaching facilities and equipment

B1 Jeffery, R (2007) Leadership Throughout. London: The Nautical Institute

B9 Handy, C.B. (1993) Understanding Organisations. London, Penguin

 Electronic media (E)

 IMO & regulatory references

 Maritime Resource Management course

Part B: Course outline and timetable

Indicative course outline – Total 20 hours minimum, inclusive of assessment time

Subject area and topics Hours

1. Introduction and administration

2 Working knowledge of shipboard personnel management and training 4.0

2.Organization of crew, authority structure, responsibilities

International maritime conventions – SOLAS, MARPOL, STCW, MLC,– role of

1. Planning and coordination

5 Knowledge and ability to apply effective resource management 4.0

1. Effective communication on board and ashore

6 Knowledge and ability to apply decision-making techniques 4.0

1. Situation and risk assessment

7 Self-awareness, personal and professional development 1.0

1. Knowledge of personal abilities and behavioural characteristics

1. Evaluation of course, individual assessments and advice, certificate presentations

Day 2 Ability to apply task and workload management Continuation of morning

Day 3 Knowledge and ability to apply effective resource Continuation of morning

Day 4 Knowledge and ability to apply decision-making Continuation of morning