-hh
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Tim Ingersoll:I dove with LCBR several years ago and the "suggested" profiles and time limits.
I've dived with both LCBR and PP, as well as others on Little Cayman. Overall, we do have to remember that everyone has their good days and bad...no one's going to be perfect all the time.
I never saw them get on anyone for pushing time limits.
Just like how most people haven't been an eyewitness to any crime in Bonaire
Overall they were one of the best ops I have had the pleasure of diving with.
Overall, I've yet to find a truely "bad" dive operation out in the Sister Islands. But what we're really talking about is the next layer up in service quality.
YMMV, but I see it as an examination of which ones' staff tends to have more "off" days from whatever the cause, and the work environment as defined by management is going to be a factor in the happiness of the staff and their susceptibility to burnout and other things that can cause them to "take it out" on the customers. Similarly, there can be (sometimes subtle) differences in the demographics of the customers themselves that cause more "problem children" to frequent Hotel A more than Hotel B.
My personal -- very, very broad -- generalization is that some operations are in it for the long run, whereas others are after short term gains, and this gets reflected in the quality and personality attributes of their staff. Peeling the onion, it seems that in general, the smaller a place is, the more it relies on providing the services that result in faithful repeat customer business in good times and bad, and this is their business model that lets them survive economic cycles. This means that they tend to be more long-term focused. IMO, all of the classic "Dive Camps" on Little Cayman fit this model.
The flip of this is where you tend to have higher staff turnover in larger operations, and greater variation in quality from year to year.
You can also have ownership who's hung up about turning over the volume to maintain profits, so this exerts its own types of influence on the staff's behavior. One such example is to purposefully shorthand the staff: one reprocussion of this can be that a staffmember may end up having to work many days with no days off from diving, and DAN says that multiple days of repetitive diving is a risk best avoided. If I were aware that a staffmember got a DCS hit after having dived for ~20 days in a row at work, I would tend to question the employer for exposing the employee to such a risk. I might even be inclined to gently encourage fellow divers to go find some other dive operation to use instead.
Remember for every experienced diver they encounter who is qualified to set their own limits and conduct themselves appropriately they encounter two divers who are cowboys and only think they can. It must be tough to sort them out.
IMO, the "tough to sort out" is trying to give the customers the freedom that they want without incuring the legal liability if anything bad were to happen.
Insofar as a very generalized customer demographic, I've found those with less total dive experience tend to gravitate towards the destinations and resorts that advertise more, and granted, I'm being a bit crass here, but the problemmatic "cowboys" tend to gravitate towards the places that has the more popular bar scene.
-hh