Offshore Attitude Questionnaire (OAQ)

Team members should avoid disagreeing with others.

It is important to avoid negative comments about the procedures and techniques of other team members.

Before commencing a job, I consider potential problems which may occur and think about how I could solve them.

I am more likely to make judgement errors when working under pressure.

Good communication and crew co-ordination are as important as technical proficiency.

I do not always assume that those that are more senior, or have more experience than me, are correct.

We should be aware of and sensitive to the personal work-related problems of other team members.

If I am interrupted while carrying out a procedure, I will always back up a few steps or start again to ensure that I have not made a mistake.

The OIM should take control and make all decisions in emergency and non-standard situations.

My performance is affected by working with others less experienced or capable than me.

Even if I am in a hurry, I try to listen and not interrupt or 'talk over' others.

Team members should not question the decisions or actions of the OIM or senior supervisor except when they threaten the safety of the operation.

Even when fatigued, I perform effectively during critical phases of work.

I am embarrassed when I make a mistake in front of other workmates.

A debriefing should not only focus on negative outcomes, but should also include positives.

I never take safety critical decisions of which I am not confident.

Team members should recognise fatigue and take specific steps to help maintain team alertness.

Supervisors who encourage suggestions from team members are weak leaders.

The individual in charge of a job should verbalise plans and should be sure that the information is understood and acknowledged by other team members.

Technical proficiency leads to successful management.

A truly professional individual, can leave personal problems behind when offshore.

I periodically review, check, and if necessary reassess the status during a job.

My decision-making ability is as good in abnormal situations as in routine daily operations.

It is better to agree with other team members than to voice a different opinion.

When appropriate, I take the initiative and time to share my knowledge and experience with others, even if this means that a task takes more time.

Team members share the responsibility for prioritising activities in high workload situations.

If I perceive a problem with a task, I will speak up regardless of who might be affected.

If I am not entirely clear about a job, then I always check with a work colleague.

My concentration is as good in the middle of the afternoon as it is in the middle of the night.

I let other team members know when my workload is becoming excessive.