A Study on the Rational Decision-Making Process of Vessel Organization—Focusing on Cases of Vessel Accidents

Abstract

Vessel organizations are exposed to the risk of accidents due to the limited experience and intuition of the top decision makers in the organization in the special environment of the sea. This study aims to provide a direction for sustainable and rational decision-making in vessel organization through decision making process theory and case studies of actual vessel accidents. The results obtained from the actual case studies show that all three vessel accidents were caused by the arbitrary decision of the decision maker based on the Garbage Can model. This can be attributed to the closed nature of the vessel’s organization, which requires a decision-making process that is a hybrid of the Carnegie Decision model and Management Science model. Implications include the introduction of a ‘My Ship’ system, the de-subjectivization of top decision makers, situational awareness, and the need to provide top decision makers with the context and information relevant to their decisions. Limitations of this study include the fact that the case study was conducted only on Korean-flagged vessels and the study was limited to vessel accidents that occurred in the waters off Korea, China, and Japan, which limits the generalizability of the findings. In order to overcome these limitations, it would be interesting to conduct a follow-up study to include vessel accidents of different nationalities or to further investigate the characteristics of the decision-making process in vessel accidents by country.