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ATPL - BGS [Mod 1] Human Performance > 19. Cockpit and Crew Management > Flashcards

19. Cockpit and Crew Management Flashcards

1
Q

Cockpit and Crew Management

Process of maintaining an accurate mental model and requires conscious effort to maintain

A

SITUATION AWARENESS

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2
Q

Cockpit and Crew Management

“an accurate perception of operational and environmental factors that affect flight”

This is the definition of what

A

SITUATION AWARENESS

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3
Q

Cockpit and Crew Management

There are a few simple guidelines which may help a pilot to maintain good situational awareness;

  1. Gather as much information as possible from a variety of sources
  2. Take time to make decisions and resist temptation to jump to conclusions
  3. Consider all possible interpretations of information before arriving to conclusions
  4. Try to maintain a running 3-dimensional mental plot of where the aircraft is and how it fits the pattern of events
  5. Mentally step back from the situation occassionally to think about how and why the current actions fit the bigger scheme of things
  6. Test hypotheses against known and new facts
A

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4
Q

Cockpit and Crew Management

The biggest defence against erro

A

SITUATIONAL AWARENESS

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5
Q

Cockpit and Crew Management

A breakdown in situational awareness can lead to FALSE HYPOTHESIS or A CRASH

A

FALSE HYPOTHESIS

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6
Q

Cockpit and Crew Management

When it becomes increasingly difficult to reconcile new information with the “known facts”, this is a symptom of what

A

LOSS OF SITUATIONAL AWARENESS

  • try to offload immediate pressure
  • Engage autopilot
  • Integrate all sources of information
  • Pilot who actively works to give themselves time to think stands a better chance of maintaining SA

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7
Q

Cockpit and Crew Management

The objective of a multi-crew environment is to ensure a proper division of ____ and sharing of ____

A
  1. RESPONSIBILITY
  2. WORKLOAD

  • Is intended to safe gaurd an individual crew member adopting a false hypothesis or inappropriate course of action

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8
Q

Cockpit and Crew Management

Fundamental elements of multicrew concepts are;

[ ] Cooperation
[ ] Communication
[ ] Working together
[ ] Working as an individual
[ ] Bringing your personality to the game

A

[X] Cooperation
[X] Communication
[ ] Working together
[ ] Working as an individual
[ ] Bringing your personality to the game

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9
Q

Cockpit and Crew Management

An effective solution to problem of crew changes i.e. different crew rostering meaning the same 2 people dont regularly work together, and countermeasure to threats and errors are ___’s

A

STANDARD OPERATING PROCEDURES
(SOPs)

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10
Q

Cockpit and Crew Management

Pilots reverting back to SOPs from another airline, particularly when under pressure is known as what

A

REGRESSION OF TYPE

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11
Q

Cockpit and Crew Management

SOPs help a crew have a shared ____

A

MENTAL MODEL

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12
Q

Cockpit and Crew Management

SOPs in general are written by the MANUFACTORER or OPERATOR

A

OPERATOR

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13
Q

Cockpit and Crew Management

The name given to the pre flight talk used to refresh crews memories of actions to be taken during an impending critical phase of flight

A

CREW BRIEFING

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14
Q

Cockpit and Crew Management

Crew briefings will include;

[ ] Division of responsibilities
[ ] Planned sequence of events
[ ] Routing factors to be considered
[ ] General catchup and introductions
[ ] Actions in event of emergency
[ ] Special considerations
[ ] Pre take-off and pre-landing briefings

A

[X] Division of responsibilities
[X] Planned sequence of events
[X] Routing factors to be considered
[ ] General catchup and introductions
[X] Actions in event of emergency
[X] Special considerations
[X] Pre take-off and pre-landing briefings

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15
Q

Cockpit and Crew Management

Advantages of a checklist;

[ ] Reduce risk
[ ] Fast and speed up efficiency
[ ] Ensures checks carried out in correct sequence
[ ] Schedule checks for periods of low workload
[ ] Take into account safe short cuts
[ ] Inuitive and ergonomic
[ ] Encourage cooperation and cross checking

A

[X] Reduce risk
[ ] Fast and speed up efficiency
[X] Ensures checks carried out in correct sequence
[X] Schedule checks for periods of low workload
[ ] Take into account safe short cuts
[X] Inuitive and ergonomic
[X] Encourage cooperation and cross checking

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16
Q

Cockpit and Crew Management

Checklists are performed in 2 methods;

  1. A TO DO or VERIFICATION list - actions are carried out as they checklist is read out
  2. A TO DO or VERIFICATION list - read out to confirm actions have been completed
A
  1. TO DO LIST
  2. VERIFICATION LIST

  • Both methods use a challenge and response system

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17
Q

Cockpit and Crew Management

An action pilots will take to reduce the risk of action slip

A

POINT TO ACTION ITEM BEFORE IMPLEMENTING

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18
Q

Cockpit and Crew Management

Checklists are an example of what sort of behaviour

A

RULE-BASED

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19
Q

Cockpit and Crew Management

Cooperation is distinct from coaction in that it requires an active helpful process of ____ and ____

A

COMMUNICATION and SHARING

  • coaction is where both pilots input information into the FMC
  • They are not cooperating together to achieve this task, just doing the same thing at the same time

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20
Q

Cockpit and Crew Management

A GROUP or INDIVIDUAL are likely to arrive at better decisions

A

GROUP

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21
Q

Cockpit and Crew Management

A group may be defined as two or more individuals with shared;

[ ] Characteristics
[ ] Goals
[ ] Values
[ ] Motives

A

[X] Characteristics
[X] Goals
[X] Values
[X] Motives

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22
Q

Cockpit and Crew Management

A group with a high degree of cooperation between them is said to have SYNERGY or CAPABILITY

A

SYNERGY

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23
Q

Cockpit and Crew Management

Groups with a high degree of synergy tend to be ____, in other words, group memebrs have a strong desire to support each other

A

COHESIVE

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24
Q

Cockpit and Crew Management

When individual members of a group display exmtreme conformity to a group for the sake of conformity alone is known as what

A

GROUPTHINK

  • group members afraid to go against the grain

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25
Q

Cockpit and Crew Management

“Groups tend to adopt riskier courses of action than individuals”

This is the definition of what

A

RISKY SHIFT

  • Differs to groupthink as the group consciously makes a decision to adopt a riskier approach

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26
Q

Cockpit and Crew Management

Groupthink is marked by what 5 features;

[ ] The group making the decision is usually cohesive
[ ] The group is not very coordinated
[ ] The group tends to be insulated from external information
[ ] The decision-makers fail to systematically examine all the possibilities
[ ] The group have a desire to do things well
[ ] The group is under pressure to reach a decision
[ ] The group is nearly always dominated by a very directive leader

A

[X] The group making the decision is usually cohesive
[ ] The group is not very coordinated
[X] The group tends to be insulated from external information
[X] The decision-makers fail to systematically examine all the possibilities
[ ] The group have a desire to do things well
[X] The group is under pressure to reach a decision
[X] The group is nearly always dominated by a very directive leader

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27
Q

Cockpit and Crew Management

“a form of co-operation which involves working in parallel towards a common goal”

This is a definition of what

A

COACTION

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28
Q

Cockpit and Crew Management

The opposite to groupthink is a ____ flight deck

A

SELF CENTERED

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29
Q

Cockpit and Crew Management

“group members will deny the clear evidence of their own eyes in order to agree with the group view”

This is a definition of what influence over group behaviour

A

CONFORMITY

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30
Q

Cockpit and Crew Management

“the likliehood of an individual to carry out a task on request. Individuals are more likely to carry out a task that is otherwise unreasonable if the preceding request was even more unreasonable”

THis is a definition of what influence over group behaviour

A

COMPLIANCE

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31
Q

Cockpit and Crew Management

The Claude Shannon and Warren Weaver model defines that there are 4 basic components of interpersonal communication;

[ ] Facial expressions
[ ] Volume
[ ] Receiver
[ ] The message
[ ] The channel
[ ] Composing
[ ] Sender

A

[ ] Facial expressions
[ ] Volume
[X] Receiver
[X] The message
[X] The channel
[ ] Composing
[X] Sender

  1. Sender - the person mentally composes a message to relay to another person, taking into accoutn reason or intention.
  2. The message - The act of transferring this message from thought to words is called encoding
  3. The channel - The mode of communication used i.e. radio, TV, newspaper etc.
  4. The receiver - The person decodes the message to understand the information communicated

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32
Q

Cockpit and Crew Management

Communication serves four main functions;

  1. [ ]; communication has the objective of obtaining something “pass me the latest TAF please”
  2. [ ]; communication is concerned with discovery or explanation. “we need to ask for a revised approach time because we are getting short on fuel”
  3. [ ]; communication forms part of a ceremony. “Good morning”
  4. [ ]; communication has the objective of changing an attitude or behaviour. “take your hands off the flap lever!”
A
  1. INSTRUMENTAL
  2. INFORMATIVE
  3. RITUAL
  4. PERSUASIVE

12

33
Q

Cockpit and Crew Management

Non-verbal communication such as eye contact, body posture etc… is estimated to make up ____% of communication

A

70%

13

34
Q

Cockpit and Crew Management

Conflict between crew members is referred to as INTER-PERSONAL or INTRA-PERSONAL conflict

A

INTER-PERSONAL CONFLICT

14

35
Q

Cockpit and Crew Management

What is meant by “metacommunication”

A

COMMUNICATING ABOUT A COMMUNCIATION

  • saying “wow, Im surprised by that” whilst looking surprised is an example of metacommunication
  • The non verbal message, the metacommunication, reinforces and confirms a verbal message

14

36
Q

Cockpit and Crew Management

It is estimated that ____% of communication is achieved using metacommunication

A

75%

14

37
Q

Cockpit and Crew Management

The inherient disadvantage of side by side seating in a cockpit is that it reduces the effectiveness of what sort of language

A

BODY LANGUAGE

14

38
Q

Cockpit and Crew Management

“eliciting ideas and opinions from all crew members, with the leader avoiding giving an opinion at the outset”

This is the definition of what method of good practice that makes up good communication

A

INQUIRY

15

39
Q

Cockpit and Crew Management

“once opinions and ideas are solicited, any expressions of doubt should be encouraged”

This is the definition of what method of good practice that makes up good communication

A

ACTIVE LISTENING

  • if you are not actively listening or paying attention, you cannot have an informed opinion
  • You may als inadvertantly agree to something you do not fully comprehend

15

40
Q

Cockpit and Crew Management

“deal in evidence, not prejudice”

This is the definition of what method of good practice that makes up good communication

A

ADVOCACY

15

41
Q

Cockpit and Crew Management

“check to ensure that the solution fits the scenario, and reconfigure if necessary”

This is the definition of what method of good practice that makes up good communication

A

FEEDBACK

  • You are observing the situation and adjusting based on feedback

15

42
Q

Cockpit and Crew Management

“use all channels of communication, including body language, facial expressions, gestures, tone and pitch of voice, but avoid emotion”

This is the definition of what method of good practice that makes up good communication

A

METACOMMUNICATION

15

43
Q

Cockpit and Crew Management

“reach a solution by discussion with both sides”

This is the definition of what method of good practice that makes up good communication

A

NEGOTIATION

15

44
Q

Cockpit and Crew Management

“arrive at a solution acceptable to both sides, by using an independent, uninvolved individual”

This is the definition of what method of good practice that makes up good communication

A

ARBITRATION

15

45
Q

Cockpit and Crew Management

Which of the following factors influence the effectiveness and reliability of communication;

[ ] Intelligibility
[ ] Ambiguity
[ ] Individuality
[ ] Uniqueness
[ ] Tiredness
[ ] Time of day
[ ] Amount of information
[ ] Mixture of language
[ ] Male or Female

A

[X] Intelligibility
[X] Ambiguity
[ ] Individuality
[X] Uniqueness
[ ] Tiredness
[ ] Time of day
[X] Amount of information
[X] Mixture of language
[ ] Male or Female

  • Intelligibility - clear and concise information, not garbled or hurried
  • Ambiguity - clear enunciation, standardised R/T calls
  • Uniqueness - risk of conflicting call signs
  • Amount of information - We can only remember up to 7 bits of information in short term memory
  • Mixture of languages - controller talking to 2 aircraft in different languages means both crews cannot listen in and pick up potential conflicts

16

46
Q

Cockpit and Crew Management

A
47
Q

Cockpit and Crew Management

The rules set out by ICAO formulating clear, unambigious and structured language is set out in which documentation

A

PANS-ATM

16

48
Q

Cockpit and Crew Management

The EASA regulation (EU) 20115/140 defines what rule for the cockpit

A

STERILE COCKPIT

  • period of maintaining professional communication only during periods of high workload

17

49
Q

Cockpit and Crew Management

A
50
Q

Cockpit and Crew Management

Coheasion within a group is a meassure of team CAPABILITY or FUNCTIONALITY or SPIRT

A

TEAM SPIRIT

18

51
Q

Cockpit and Crew Management

Practical benefits of teamwork include;

[ ] Reduced workload
[ ] Reduced flight time
[ ] Reduced work stress
[ ] Enhanced flight safety
[ ] Happier work environment

A

[X] Reduced workload
[ ] Reduced flight time
[X] Reduced work stress
[X] Enhanced flight safety
[ ] Happier work environment

18

52
Q

Cockpit and Crew Management

Factors that affect behaviour in a team;

[ ] Persuasion
[ ] Tiredness
[ ] Conformity
[ ] Compliance
[ ] Capability
[ ] Obedience
[ ] Gender

A

[X] Persuasion
[ ] Tiredness
[X] Conformity
[X] Compliance
[ ] Capability
[X] Obedience
[ ] Gender

18

53
Q

Cockpit and Crew Management

Compliance is a change in BEHAVIOUR or ATITUDE but not necessarily a change in BEHAVIOUR or ATITUDE

A
  1. BEHAVIOUR
  2. ATITUDE

18

54
Q

Cockpit and Crew Management

“the process of guiding oneself or another towards the adoption of some attitude by some rational or symbolic means”

This is a definition of which factor affecting behaviour

A

PERSAUSION

18

55
Q

Cockpit and Crew Management

“a type of social influence involving a change in behaviour, belief or thinking to align with those of others or to align with normative standards”

This is a definition of which factor affecting behaviour

A

CONFORMITY

18

56
Q

Cockpit and Crew Management

“the act of responding favourably to an explicit or implicit request offered by others”

This is a definition of which factor affecting behaviour

A

COMPLIANCE

18

57
Q

Cockpit and Crew Management

“a form of social influence that derives from an authority figure”

This is a definition of which factor affecting behaviour

A

OBEDIENCE

18

58
Q

Cockpit and Crew Management

“communications that focus on the ambigious areas of gesutres, vocal tones and actions”

This is the definition of IMPLICIT or EXPLICIT communication

A

IMPLICIT

19

59
Q

Cockpit and Crew Management

“A communication that deals with what a person writes or says directly, avoiding ambiguity”

This is the definition of IMPLICIT or EXPLICIT communication

A

EXPLICIT

19

60
Q

Cockpit and Crew Management

Flight crew groups of people are called on to demonstrate good FOLLOWSHIP or OBEDIENCE or CONFORMITY to a leader i.e. captain

A

FOLLOWSHIP

19

61
Q

Cockpit and Crew Management

The part which we place on the flight deck is defined as the ROLE or POSITION

A

ROLE

20

62
Q

Cockpit and Crew Management

An authoritarian captain will tend to be;

[ ] Dogmatic
[ ] Concerned
[ ] Infalible
[ ] Assertive
[ ] Receptive to critism
[ ] Unreceptive to critism
[ ] Empathetic

A

[X] Dogmatic
[ ] Concerned
[ ] Infalible
[X] Assertive
[ ] Receptive to critism
[X] Unreceptive to critism
[ ] Empathetic

20

63
Q

Cockpit and Crew Management

A paternalistic captain will tend to be;

[ ] Concerned
[ ] Highly conscious of their status
[ ] Praise questioning of decisions
[ ] Praise unquestioning obedience of decisions
[ ] Unreceptive to critism
[ ] Empathetic

A

[ ] Concerned
[X] Highly conscious of their status
[ ] Praise questioning of decisions
[X] Praise unquestioning obedience of decisions
[X] Unreceptive to critism
[ ] Empathetic

20

64
Q

Cockpit and Crew Management

The ideal pilot will be;

[ ] P+ G-
[ ] P- G-
[ ] P+ G+
[ ] P- G+

A

[ ] P+ G-
[ ] P- G-
[X] P+ G+
[ ] P- G+

TASK ORIENTATION

21

65
Q

Cockpit and Crew Management

A pilot who is to democractic will be;

[ ] P+ G-
[ ] P- G-
[ ] P+ G+
[ ] P- G+

A

[X] P+ G-
[ ] P- G-
[ ] P+ G+
[ ] P- G+

TASK ORIENTATION

21

66
Q

Cockpit and Crew Management

A pilot who is to Laissez Faire will be;

[ ] P+ G-
[ ] P- G-
[ ] P+ G+
[ ] P- G+

A

[ ] P+ G-
[X] P- G-
[ ] P+ G+
[ ] P- G+

TASK ORIENTATION

21

67
Q

Cockpit and Crew Management

A pilot who is too autocratic will be;

[ ] P+ G-
[ ] P- G-
[ ] P+ G+
[ ] P- G+

A

[ ] P+ G-
[ ] P- G-
[ ] P+ G+
[X] P- G+

TASK ORIENTATION

21

68
Q

Cockpit and Crew Management

The most important factors in forming an understanding between relative strangers i.e. like a rostered flight crew, are;

[ ] Ability
[ ] Status
[ ] Role
[ ] Age
[ ] Gender
[ ] Ethnicity

A

[X] Ability
[X] Status
[X] Role
[ ] Age
[ ] Gender
[ ] Ethnicity

23

69
Q

Cockpit and Crew Management

A STEEP or SHALLOW authority gradient will exist between a senior captain and a junior F/O

A

STEEP

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70
Q

Cockpit and Crew Management

A STEEPER or SHALLOWER authority gradient will enhance a junior crew member to make valuable contributions

A

SHALLOWER

24

71
Q

Cockpit and Crew Management

Neither pilot wishing to offend each other by pointing out errors and ommissions is as a s result of what sort of authority gradient; STEEP or SHALLOW

A

SHALLOW

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72
Q

Cockpit and Crew Management

A
73
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Cockpit and Crew Management

A
74
Q

Cockpit and Crew Management

A
75
Q

Cockpit and Crew Management

A
76
Q

Cockpit and Crew Management

A
77
Q

Cockpit and Crew Management

A
78
Q

Cockpit and Crew Management

A
79
Q

Cockpit and Crew Management

A

ATPL - BGS [Mod 1] Human Performance (22 decks)

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