Ch 14 - Communication And Cockpit Managament Flashcards
Communication - Paul Watzalawick’s
One Cannot not communicate
Transmitter and a receiver
Berlos- 6 Interpersonal Communication Model
- Source
- Message
- Chanel
- Receiver
- Encoder
- Decoder
4 Main Reasons for Communication
- Instrumental Communication - objective of obtaining information
- Informative Communication - concerned with discovery/explanation
- Ritual (hello, good morning etc… Habit)
- Persuasive - concerned with changing behaviour
Context
Grammar / context
Structure and punctuation of a sentence can change and dictates it’s meaning
Body Language
Supports Verbal communication
Makes up 70% of communication
Seeing body languages reduces the amount of misunderstandings
Problems on flight decks: Can’t see each other so you have to be more verbal to get your message across, to make it easier; enunciate, speak slower, use short sentences
Meta communications
Everything within communication apart from words themselves.
Makes up 75/80% of total communication (everything but words)
Professional Languages
Limits errors, means consistency
You need to make sure that the receiver is of the same professional level, that they are on the same page and use the same language
Factors Affecting Communication
Intelligibility - too quick, poor reception
Ambiguity
Uniqueness - call sign - individual
Volume of information - departure clearance (chunking)
Mixture of languages (English is the aviation language)
Workload and disruptions / interruptions
Good Communication
Feedback is vital
Professional Language must be used along with feedback
The 3 Types of Questions
Open/Implicit questions - Person has to think
Adv; Consider factors before decision is mad
Disadv; Open to misinterpretation or the responder may not fully understand the implications of the q
Closed/Explicit - Adv; short, less prone to misunderstandings, precise quick responses. Disadvantage; lack of information
A leading question - when you aren’t sure of yourself - shows a lack of situational awareness
Transactional Analysis
Based on behaviour and communication types
Parent - Nurturing, Critical
Adult - Analyser, Thinker, Makes decisions
Child - Creative, Needy, Emotive
Most desirable for a pilot; Adult
Cockpit Communications
Communication is a resource and a task and will Limit resources available to other tasks
FL100> Switch on and just use professional language
FL100< Can speak about what ever you want
Disadvantage to communication; Prone to disruption
When busy or in periods of high workload, communication levels can decrease or stop completely which can lead to errors
Expectation
When you hear what you are expecting to hear
E.G. - when you hear an expected approval, even when it hasn’t actually been said
Conflict
The number 1 reason for cockpit conflict is poor communication
2 Types:
- Intra-personal which is within yourself
- Inter personal which is between yourself and another/group
All conflict tends to escalate
Cockpit Prevention (6)
Active listening
Feedback (verbalise) to avoid misinterpretation
Inquiry
Negotiation
Advocacy / Advocate
Metacommunications
Conflicting Management
Conflict management involves participation of all involved to find an acceptable collective decision
- Clarify reasons for conflict
- Essentially the responsibility of the captain
If it cant be resolved in the air - sort it out on the ground
Culture
What you find acceptable in your culture, might not be acceptable in others
MCC - Cockpit Management
Multi-crew Cooperation
2 Core principles;
- Cooperation
- Communication
If you have both, it is a good indication that you have good SA
Shows that you; Trust each other, Confident in each other, deligate, Know each other’s roles, Share tasks
CRM - Cockpit management
Crew Resource Management
Based around using all of the resources available to you effectively; Cabin Crew, other pilot, ATC, Checklists, Operator (everything at your disposable)
The aim is to develop effective crew performance by improving attitude towards flight safety and human relationship management
Improve the effectiveness of the crew overall, no individual performance
Co - Action
Working together in parallel towards a common goal
Crew Briefings
Refresh the crews memory of actions needed to be taken, helps with coordination and cooperation and promotes co-acting.
Must be;
As much information as possible but concise As comprehensive as possible Concise Standardised Understandable to the crew members Individual to each flight
Software - Checklists and manuals
- Should not carry out checklist simultaneously with anything else
- Priority is safety
- Produced by the manufacturers usually
- Especially used in an unfamiliar AC or under high stress
- Usually challenge and response (pilot monitoring, pilot flying)
Design; Segmented or sectioned into logical parts, important items near the top, critical items will have redundancies, panel scan technique (flow checks), Text should be legible
Checklist and Manual Errors
They are rule based behaviour
You can miss things
They are susceptible to distractions or interruptions
Responding automatically rather than diligently
Synchronisation
Cognitive - 2 pilot work together to maintain a common image using check lists and briefings
Temporal - 2 pilots trigger a simultaneous action e.g - engine start and they both start their stopwatch at the same time
Synergy
Where the group performance exceeds the sum of the individual performances
1+1 = >2
Should start at the first briefing of the day and last up until the end of the last briefing of the day
Factors that encourage team work
Team objectives being clear Committed members Trust Support Actively listening to others Conflicted worked through and resolved Abilities of the group known Feedback utilised Professional language used at all times
Barriers to Crew Co-Operation (6)
Complacency Anti-Authoritarian Impulsiveness Invulnerability Macho Resigned
