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Workplace (Equipment Design (16 watertight compartments were designed. The…

- - - - No transverse bulkhead (did not have a lid)
        
        Water then tipped from one compartment to the next as they gradually filled
        
        This contributed to the rapid sinking as it kept the water concentrated in the bow
        
        Thomas Andrews was the Chief designer behind this technology
        
        Skills, Rules and Knowledge based approach. (Skills, Rules and Knowledge, Rasmussen, J., 1983. p. 257-266))
  - - - Was this standard capacity at the time?
        
        Was this considered by the the Ships designer Thomas Andrews?
        
        Skills, Rules and Knowledge based approach. (Skills, Rules and Knowledge, Rasmussen, J., 1983. p. 257-266))
  - - - The sulphur in the steel found in Titanic was high even for the time
        
        Harland & Wolff used low quality material
  - - - Priority was placed on these messages from the wireless operator
        
        Goals, Operators, Methods and Selection Rules (GOMS) could be used to establish the problem for the wireless operator, the goals and how they were meant to accomplish that. (Goals, Operators, Methods and Selection Rules in Stanton, N., et al, 2013. p. 47 - 49))
- - - - What qualifications and knowledge did the designers need to have? Did they have it? Who was the regulating body? Was there one?
        
        Skills, Rules and Knowledge based approach. (Skills, Rules and Knowledge, Rasmussen, J., 1983. p. 257-266))
    - - Skills, Rules and Knowledge based approach. (Skills, Rules and Knowledge, Rasmussen, J., 1983. p. 257-266))
  - - - Information Flow Chart (Task Description Methods in Kirwin, B & Ainsworth, LK (1992, p. 87))
- - - - This made the iceberg harder to see at night as waves did not break on it and reflection from the moon did not show shadow
        
        Were ships look out trained in spotting icebergs? Did they have the appropriate equipment?
        
        Ships Lookout did not see the iceberg as early as he should have in the visibility as he did not have binoculars
        
        Task Analysis (to assess the specific requirements of the Lookout, identifying the need for binoculars to conduct the task, night operations and capability, site specific training to ensure equipment and resources are known where to be found (Work Study Task Analysis in Brauchler & Landau (1998, p. 14))
  - - - This effected the steel rivets and caused them to fail
      - This caused the hull steel to fracture
      - Overall Materials deficiency. This was not known at the time and there was no regulation or specifications. It was not established whether this is technology they would have had at the time so it is not clear if this was a HF Issue, but if it were, a combination of both the Ship Builders as well as J. Bruce Ismay as he had final say on the build would be responsible for that decision. The HF Issue being that J. Bruce Ismay did not have knowledge of the maritime industry or in ship building.
- - - - Critical Incident Technique to analyse the decision making of the Wireless Operator. (Critical Incident Technique in Stanton, N., et al, 2013. p. 99 - 100))
  - - - Critical Incident Technique to analyse the decision making of the Captain. (Critical Incident Technique in Stanton, N., et al, 2013. p. 99 - 100))
    - - Ship lookout didn't know where to find binoculars
- - - - Task Analysis (to assess the specific requirements of the crew, identifying the need for emergency evacuation and lifeboat procedures(Work Study Task Analysis in Brauchler & Landau (1998, p. 14))
- - - - Titanic was a newer class of ship and the biggest of it's kind
      - Last time reviewed the largest ship only weight 10,000 tonnes, while Titanic weighed 46,328 tonnes
    - - J. Bruce ismay was the final say on design sign off
        
        He had no ship building/maritime knowledge to make such a decision
    - - poor safety culture / understanding
- - - - This would have led to some disorientation not knowing what had happened
        
        There was no emergency lighting or sounding
        
        No safety management system
  - - - Did he have the knowledge/experience to make such decisions? Should he have been allow to make those decisions?
        
        Skills, Rules and Knowledge based approach. (Skills, Rules and Knowledge, Rasmussen, J., 1983. p. 257-266))
- - - - Lack of procedure on the sending and receiving of messages
      - Different objectives
        
        Marconi wanted to make a profit off of the sending of messages of first class passengers
        
        White Star needed to send and receive vital communication messages through this same system
      - Task Decomposition Method could be used on the wireless operations/operators being outsourced to identify things such as establishing the nature of the task and the critical nature (Task Decomposition Method in Stanton, N., et al, 2013. p 54 - 57))
    - - He was the nephew of William Pirrie (the Chairman of Harland & Wolff who manufactured Titanic)
        
        Was he the most skilled or knowledgeable for this project?
        
        Skills, Rules and Knowledge based approach. (Skills, Rules and Knowledge, Rasmussen, J., 1983. p. 257-266))
- - - - sea readiness trials lasted less than one day. Sea readiness was designed to check speed, manouverability and other features.
        
        As Titanic was the biggest ship ever to be built at the time, this was not sufficient
        
        There was no regulation or standard time.
        
        No emergency evacuation training conducted
        
        There was no regulation to have this for passengers
        
        Lifeboat training cancelled due to religious observations
        
        Critical Incident Technique to analyse the decision making of the Captain. (Critical Incident Technique in Stanton, N., et al, 2013. p. 99 - 100))
      - 40 years since the last serious loss of life at sea, when 562 people died on the Atlantic in 1873
      - No shakedown was completed
        
        Applied Cognitive Task Analysis to establish the knowledge base that the Captain made this decision on, was he capable to do this with the experience and training he had? (Applied Cognitive Task Analysis in Stanton, N., et al, 2013. p.82 - 85))
- - - - The ship builder exclusively hired protestant Irish which poses a problem as there is the likelihood that the best person or people for the job were not employed
        
        Critical Decision Method, used in establishing decision making reasoning in non-routine situations such as the building of the Titanic and whether the long term partnership with Harland & Wolff was the best for such an auspicious undertaking (The CDM in Plant, K.L. & Stanton, N.A., (2013, p. 1234-1235)
- - - - Was still appropriate as this was a passenger ferrying ship?
- - - - Information flow chart aka, Decision-Action Diagram to show the relationship between the Wireless Operator receiving vital information and delivering to the Captain who needs to make decisions based off of this. (Task Description Methods in Kirwin, B & Ainsworth, LK (1992, p. 87))
  - - - He had an uneventful career up until this point. was he then capable to make the decision?
        
        Last voyage before retirement. Did he want to go out with a bang and make fastest crossing?
        
        Critical Decision Method, used in establishing decision making reasoning in non-routine situations such as the decision to continue sailing the ship, at night, at high speed(The CDM in Plant, K.L. & Stanton, N.A., (2013, p. 1234-1235)
- - - - Skills, Rules and Knowledge based approach. (Skills, Rules and Knowledge, Rasmussen, J., 1983. p. 257-266))
    - - This decision potentially added to the severity - 5 watertight of the watertight compartments being breached.
- - - - Information flow chart aka, Decision-Action Diagram could also aid in showing the relationship between the the Captains guidance and sharing of critical nature of incident with the Staff, so they could make effective decisions about the deployment of the boats. (Task Description Methods in Kirwin, B & Ainsworth, LK (1992, p. 87))
      - Input-Output diagram to establish the information they required and how that was to be communicated to them. (Task Description Methods in Kirwin, B & Ainsworth, LK (1992, p. 82-82))
    - - Critical Incident Technique to analyse the decision making of the Captain. (Critical Incident Technique in Stanton, N., et al, 2013. p. 99 - 100))
- - - - There was no shakedown cruise so he was not shown where they were
    - - Was there a procedure for night operations?
      - Had he worked in these weather conditions before?