Analisis Implementasi Bridge Rescource Management (BRM) Dalam Membangun Kerja Sama Tim Antar Kru Multinasional Di Atas Kapal Mv.Mila

Abstract

This study analyzes the implementation of Bridge Resource Management (BRM) in fostering teamwork among multinational crews aboard MV. Mila and formulates strengthening strategies that are adaptive to cultural diversity. Primary data included participatory observation on the bridge, in-depth interviews with the captain and deck officers, and documentation studies (Bridge Procedure Manual, Master's Standing Orders, and deck log book). The research employed a descriptive qualitative method with a case study design. Data analysis was conducted using the Miles & Huberman interactive model through data reduction, data presentation, and conclusion drawing, validated through source and method triangulation techniques. The results indicate that the main obstacles in implementing BRM within multinational teams are: (1) high power distance, which makes junior officers reluctant to speak up or correct the captain; (2) differences in high-context versus low-context communication styles that trigger misinterpretations; and (3) a decrease in the frequency of closed-loop communication during high workload situations (maneuvering), where crew members tend to respond with “Yes, Sir” without providing complete read-back confirmation. Successful adaptation strategies included the use of visual referencing and illustrated checklists to reduce dependence on verbal communication, the establishment of psychological safety through the captain’s explicit statement, “I prefer wrong advice over silence,” and the implementation of the SBAR (Situation–Background–Assessment–Recommendation) framework as a “structural permission” for junior officers to express concerns politely and systematically. The implementation of BRM on MV. Mila is adaptive-contextual rather than rigidly procedural. The principles of effective communication and shared situational awareness are operationalized through informal initiatives such as 10-minute pre-voyage briefings, routine mental check-ins, and the use of structured communication tools (SBAR/3C). The captain’s transformative-adaptive leadership actively creates opportunities for participation and distributes role clarity without compromising the operational hierarchy. This research produces three conceptual outputs: (1) an Adaptive Cross-Cultural BRM Implementation Model with the cycle of Pre-Voyage Alignment – Watch Execution – Post-Watch Reflection; (2) an Effective Communication Guide containing briefing templates, multilingual SBAR/3C pocket cards, and critical navigation phrases; and (3) Recommendations for Multicultural BRM Training Policies integrating Cultural Intelligence into pre-joining training and ISM audit checklists. The implementation is expected to reduce navigational near-miss incidents, accelerate the interruption of error chains before reaching the stage of active failures, enhance shared situational awareness among bridge teams, and strengthen compliance with STCW/IMO MSC.1/Circ.1598 mandates within the operational context of multinational-crewed vessels.