What Happened when We Expected More of Ourselves

In 1975, the US Naval Institute reported on the status of the US Merchant Marine, then in its federally-subsidized heyday. Its officers, sons of the middle or stable working class, were disillusioned with the rambunctious, hedonistic crewmembers sent forth by the union hiring halls. Being manager, foreman, diplomat, and warden, these officers' skills could be put to productive use in business ashore, rather than a professional career at sea. In 1983, CJ Forsyth reported the same sociological conditions in a Louisiana State University thesis on the occupationally-induced marginality of Amerocan seafarers. Just a decade later, the carefree "sea daddy" was gone. Mandatory drug testing did him in. Initially, unions were wary of this mandate, believing it was another device in management's toolbox. Yet, with the higher standards implemented, safety, efficiency, and morale improved. In the past couple of years, a one-time in-service maritime training requirement on human resources came into full effect. This was a collection of coursework, which for seagoing engineers included a total of three weeks in human resource management, leadership and teamwork, and the management of electronic systems. Fpr the most part, unions and employers covered the cost of this training. Yet a one-time continuing education requirement drove a good number of senior-level American seafarers to take their retirement. Maybe it was for the better that these rigid and unchangeable individuals pursue satisfaction in another activity. Self-reflection and human insight has, for half a century, been seen as a critical part of safety-sensitive work. By raising the bar, counterproductive habits and people are whittled away.