Training and Reinforcing Non-Technical Skills Using a Team Behavioural Marker Framework

Abstract

Abstract This paper presents a team behavioural marker framework that categorises and defines team-based non-technical skills which are then used to observe, record, and debrief team performance. Some oil & gas companies have proactively taken steps to address non-technical skills by introducing training courses, aimed either at individuals or teams. Ideally, such courses incorporate simulator-based exercises so that attendees can put into practise the theories of non-technical skills described in the classroom. Post-exercise feedback, based on a formal behavioural marker framework, of observations of team performance is essential to reinforce non-technical skills. A team behavioural marker framework has been developed from evidence gathered from observations of 25 simulator-based exercises involving drilling teams, each with between eight and 14 team members including Drillers, Assistant Drillers, Toolpushers, Drilling Supervisors, Mud Engineers, Mud Loggers, and Cementers. The observations were classified into four categories: Team Situational Awareness, Teamwork and Communication, Team Decision Making, and Team Workload and Stress Management. Examples from each category were then sub-divided on a four-point scale ranging from ‘exceeds expectations’ to ‘well below expectations’. The framework has subsequently been tested out during observations of simulator-based exercises with drilling teams from different companies and has been found to be a valuable tool for debriefing and feedback purposes. Moreover, due to the opportunity to practise the integration of non-technical skills into tools and techniques, such as Tool Box Talks, Stop the Job, and Safety Briefings, as experienced during the exercises, the skills can be reinforced in the workplace. One of the challenges of improving safety by focusing on individual non-technical skills is that individuals may attend a course and return to the workplace intending to put new tools or techniques into practise. However if there is little understanding or appreciation of the skills by other team members, then such intentions can rapidly fade. One of the major benefits of team-based training, exercising, and debriefing, is that the actual team can reinforce expected behaviours on site. The framework can also be used to review team performance following both routine and non-routine operations.