flight deck management

Question 1

Advantages of co-operation

Answer 1

redundancy

synergy (mutual reinforcement, distribution of responsibilities)

clarifification of action

Question 2

co-action means

Answer 2

when you work in parallel towards same goal

Question 3

working in groups

Answer 3

have to work in ‘concert’ with others.

may do thing differently with people than alone

groups require ‘high synergy/copoeration’

Question 4

Negatives of being in a group

Answer 4

Conformity:
pressure to confirm and to go along with a group decision even if it’s wrong

risky shift
possibly make riskier decisions when you have more people in a group who are risk takers

**Disagreements on decision **
Due to having a mix of leaders, non confrontational / conflic avoiders

compliance
a decion might be accepted if a greater one has been denied before or a lesser one has been accepted before

Cohesion
can be an advantage but ‘too much’ group thinking is negative - ie too much unconscious support from members.

Question 5

Efficient crew coordination required

Answer 5

co-opertion and communication

SOPs

CRM training

Line Orient Flight training

Question 6

how to improve decision making

Answer 6

avoid personal judgement. Be logical and objective

don’t change your mind to ‘confirm’ or to avoid ‘conflict’. Support the decision on which you agree.

if a decision is made, accept it unless it causes a hazard

avoid conflict causing techniques like ‘majority votes’ or middle course strategies

view difference of opinions as helpful

Question 7

definition of a leadership

Answer 7

behaviour the moves a group to closer to attaining a goal whilst winning their loyalty, confidence, respect and willing coperation.

taking people where they would not have gone on their own

Question 8

leader’s characteristics

Answer 8

ability to influence the thoughts and behaviours of others

pursuasive

understands the goals and desires of aothers

builds successful relationships with teams

see the big picture, people, empowerment and opportunity

expect outperformance

display emotional resolve

control their action/thinking before acting/accepts responsibility

regulate info flow

directing activities

Question 9

leadership and authority

Answer 9

leadership (acquired) and authority (assigned) should be balanced

by

assertiveness

Question 10

Authority gradients

Answer 10

situations that arise between pilots and copilots where they don’t communicate in stressful situations if there is a significance in their perceived expertese, authority level, experience…

synergetic
autocratic
self centered
laissey faire

Question 11

autocratic cockpit

Answer 11

when captain imposes decisions without consultation

ignores opinion of others

doesn’t delegate and ends up being overloaded

comments don’t teach others anything

Occurs when:
there is a technical skill gap between pilot & copilot

under-confident pilot uses authority / aggressiveness to hide weakness

co-pilot is weak or self effacing whilst capaitain is strong charactered.

Question 12

self centered cockpit

Answer 12

each member does their own thing without thelling the other, because they assume others already know.

a frequent result is a co pilot feels ignored and may disengage, show delayed response or aggression

Question 13

laissez faire

Answer 13

when captain is passive and allows others to make decisions with a major** risk of ‘investion of authority’**

happens when:
* crew is competent
* leadership role gets filled by another crew member
* crew do their own thing without keeping other informed

Question 14

synergistic cockpit

Answer 14

decisions taken by captain with the ‘help of other crew’

democtratic / co operative leadership

clarifies and uses reason to resolve conflict

helps team improve their skills and assertiveness

it’s a ‘happy medium’ between autocratic and laissez fair cockpits

but the type of leadership is NOT FIXED - captain can be more authoritative or laiisez fair depeding on the situation.

Question 15

Meaning of Multi-Crew

Answer 15

Term means more than one person flying the aircraft

this is nto about technical knowledge

they do so as a team working together towards one task

reduce workload by sharing tasks

allow better quality decision making (actions are discussed)

better error management and situation awareness

Question 16

Delegation

Answer 16

The captain sets the tasks to be performed and monitors them

Question 17

good captain

Answer 17

has full control and authority in the operation of aircraft without limiation over the other crew members

allow other to develop

admit to mistakes

accept others do things better or differently

motivate

set tasks and objectives (not dictate how things are done)

neat and professional

good attitude towards the job and company

encourages to speak up

good briefing skills

Question 18

crew designation

Answer 18

PF - Pilot Flying
PNF - Pilot not flying (comms, checklist, FMS ops
PM-Pilot monitoring

this optimizes crew efficiency
reduces taks saturation
avoid confusion of responsiblities

Question 19

inclusion

control

trust

Answer 19

Inclusion: when individuals feel they are part of the team

control: who is exerting it and how?

trust: must be achieved quickly. people need a good reason to justify their action

Question 20

Briefing

Answer 20

establishes

• that you are comfortable with authority

promote communications

set roles without rigid boundaries

preparations for days’ activities

Question 21

a good briefing is:

Answer 21

short / precise - 10 items max

standard so they are understood and reused in similar situations

Crew briefing:
Before the flight. Opportunity for members to knit together

Departure:
During which routes are discussed

Pre-takeoff:
covering actions in emergencies

approach:
routes and emergencies

all briefings should be conducted during flight phases during low workload

Question 22

checklist

Answer 22

written for normal and abnormal situations

abnormal situtations have their own checklists (sometimes combined if there are multiple emergencies)

Rules:
abnormal situations should be positvely identified before taking action, after the AC is under control.

long checklisgts should be subdivided

there should be redundancies to cover critical points

important items hsould be at the beginning

should be used with perofrming other actions

crew member identifying an abnormal situation should call it out
- then PF should call for the appropriate checklist
- –items should be called by the PNF/PM
- –PF should respond if they are understoond

Question 23

assertiveness

Answer 23

the feeling of being in control with resultant self esteem

Definding your emotional and physical space for yourslef non destructively = assertive

people who allow others to invade their space (less responsiblity and conflict) - submissive

Question 24

goal of CRM and MCC training

Answer 24

concept of PF and PNF
leadership
communicaiton
cross checking and monitoring

concepts such as checklists, sops and situational awareness and not specific to CRM/MCC

Question 25

synergy must be built up from..

Answer 25

from the start of the missiong (briefing) and to be maintained till the end (debriefing)

Question 26

difference between role and status and norms

Answer 26

Role: functions performed by individual

status: hierachical position and its recognition by the group

norm: set of shared rules/laws

Question 27

a leader demonstrating a democratic style will deal with confilic how?

Answer 27

by **clarifying all reasons and causes **of the conflict with all people involved

Question 28

blake and mouton diagram

Answer 28

concerned about 2 behaviour dimensions

Concern for people (degree which a leader considers people)

Concern for Results (degree which a leader considers tasks)

Question 29

SOPs

Answer 29

Standard Operating Procedures

must achieve task at hand and provide step by step procedure on how to do it.

should be understood by all crew of various experience/backgrounds

pilots are instructured about tha company’s SOP in operational skill training

Question 30

Explicit vs implicit communication

Answer 30

Explicit: verbal communication with words (very obvious what we are saying)

Implicit: communication without words, with gensture, tone of voice, action

Question 31

high degree of cohesion

Answer 31

produces high degree of team spirit
(positive)

produces high degree of GroupThink (negative) - when people make poor decisions together than on their own.

Question 32

what is paralanguage

Answer 32

it’s a non **verbal communication using tone/pitch **when speaking

Question 33

constructive feedback

Answer 33

should be:

• individually tailored to the receiver’s background
• should be formulated subjectively and personally ‘(I)
• should be actual and specific to the situation

it should not be blunt about the failings of the receiver

Question 34

what does this mean
‘one cannot NOT communicate’

Answer 34

whether silent or inactive - thse are considered non verbal behaviour patters which can express a meaning

Question 35

what must a ‘Sender’ to ‘Receiver’ do to communicate effectively

Answer 35

Sender must adapt to receiver’s decoding ability

a) if you don’ thave the same native language, use simple workds, speak slowly, repeat info

b)if they have less expertise, use less techy words, explain more broadly, repeat info

c)if having same native language or competency - you tend to use coplicated words, faster speech, more specific/less reduandant or reptetive

Question 36

during high workload, the verbal comms between crew should be

Answer 36

short , clear and concise
and consider the loss of non verbal communication

Question 37

what is ‘followership’

Answer 37

is the willingness, ability, and capacity to actively follow a leader

Question 38

feedback gives information about…

Answer 38

the sender
the receiver
the situation

Question 39

Professional langauges characteristics

Answer 39

they use limited vocabulary

context provides meaning, therefore reduces risk of ambiguities