Britannia P&I Club and CONOVAH explore the impact of psychology in safety-critical situations, such as the role of emotions in decision making.
s explained in the publication A“Emotions, Biases, and Defences, the Hidden Factors in Decision-Making at Sea“, decision-making is not purely a rational and logical process; emotions play a vital role in shaping how individuals perceive information, assess risks, and arrive at choices. Emotions can be powerful drivers of decision-making, either facilitating effective responses or introducing biases that may lead to suboptimal outcomes. Understanding the impact of emotions is essential for enhancing decision-making in high-pressure environments.
The influence of emotions on risk perception
Emotions can significantly influence how individuals perceive risks and potential outcomes. For example, fear and anxiety in emergency situations may heighten the perception of danger, leading to a more cautious approach. Conversely, overconfidence or excitement can cause individuals to underestimate risks, potentially compromising safety. Crew members’ emotional states during critical moments can shape their risk assessments and, consequently, the decisions they make.
Intuitive judgments and emotional intelligence
Emotions also play a pivotal role in intuitive judgments – rapid assessments made without conscious reasoning. Emotional intelligence, the ability to recognise, understand, and manage emotions in oneself and others, is essential in safety-critical decision-making. Crew members with high emotional intelligence tend to be better equipped to make quick yet well-informed decisions while considering the emotional states of their team members.
The impact of stress and fatigue
High-stress environments and fatigue can significantly influence emotional responses, leading to impaired decision-making. Crew members working under prolonged stress or fatigue may experience reduced cognitive abilities, hindering their capacity to make effective choices. Recognising the signs of stress and fatigue and implementing strategies to manage these factors are critical in ensuring sound decision-making.
Other examples highlighting the impact of emotions on decision-making:
In a search and rescue operation, emotions such as hope and determination drive the crew to persistently search for survivors. Despite challenging conditions, the emotional commitment to the mission motivates them to continue their efforts diligently.
After a long and tough operation, crew members might not be thinking clearly. This is a sign that they need a break to rest and recover.
Being stressed or tired for a long time can mess with how we make decisions. It’s crucial to spot the signs early and take steps to manage them.
Patterns and impact on behaviour
Psychological defences shape patterns in how we interpret, process, and respond to information. They can influence our decision-making by filtering incoming data through a lens that minimises emotional discomfort. This can lead to biased assessments of risks and consequences, distorting our ability to make fully objective and rational choices.
Denial and avoidance
Denial is one of the most common defence mechanisms, where individuals refuse to acknowledge threatening or distressing information. In safety-critical situations, crew members may engage in denial to alleviate anxiety or fear, convincing themselves that potential risks are not as severe as they may seem. Avoidance is closely related to denial and involves consciously or unconsciously evading situations or information that triggers discomfort.
Rationalisation
Rationalisation involves creating logical explanations or justifications for decisions or actions that may have been influenced by emotions or biases. Crew members may unconsciously rationalise their choices to protect their self-image, reduce feelings of guilt, or downplay the significance of potential risks.
Projection
Projection occurs when individuals attribute their own feelings, thoughts, or motives to others. In safety-critical scenarios, crew members may project their emotional responses onto their teammates, assuming others share the same emotional reactions. This projection can hinder effective communication and teamwork.
Example illustrating psychological defences in maritime decision-making
Imagine a ship engineer facing a complex technical issue during critical operations. Unconsciously, they might engage in denial, convincing them that the issue is minor and will not affect the vessel’s performance. This defence mechanism shields them from the anxiety of dealing with a potentially significant problem. Consequently, they may delay reporting the issue to the rest of the crew, inadvertently placing the vessel and its occupants at risk.
Navigating psychological defences for effective decision-making
Recognising and addressing psychological defences is crucial for improving decision-making in safety-critical scenarios. Strategies to navigate these mechanisms include:
Self-reflection: Taking the time to reflect on our emotional responses can aid us in comprehending these psychological defences. Examine your own tendencies in how you manage different scenarios.
Team training: Courses that help improve teamwork and problem-solving can make everyone more aware of how these defences affect their decisions.
Psychological support and debriefing: Getting professional help by talking to a counsellor or a psychologist can help us find better ways to cope with stress and make better decisions.
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