flight deck management Flashcards
Advantages of co-operation
redundancy
synergy (mutual reinforcement, distribution of responsibilities)
clarifification of action
co-action means
when you work in parallel towards same goal
working in groups
have to work in ‘concert’ with others.
may do thing differently with people than alone
groups require ‘high synergy/copoeration’
Negatives of being in a group
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.
Efficient crew coordination required
co-opertion and communication
SOPs
CRM training
Line Orient Flight training
how to improve decision making
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
definition of a leadership
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
leader’s characteristics
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
leadership and authority
leadership (acquired) and authority (assigned) should be balanced
by
assertiveness
Authority gradients
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
autocratic cockpit
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.
self centered cockpit
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
laissez faire
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
synergistic cockpit
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.
Meaning of Multi-Crew
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
Delegation
The captain sets the tasks to be performed and monitors them
good captain
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
crew designation
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
inclusion
control
trust
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
Briefing
establishes
- that you are comfortable with authority
promote communications
set roles without rigid boundaries
preparations for days’ activities
a good briefing is:
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
checklist
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
assertiveness
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
goal of CRM and MCC training
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
synergy must be built up from..
from the start of the missiong (briefing) and to be maintained till the end (debriefing)
difference between role and status and norms
Role: functions performed by individual
status: hierachical position and its recognition by the group
norm: set of shared rules/laws
a leader demonstrating a democratic style will deal with confilic how?
by **clarifying all reasons and causes **of the conflict with all people involved
blake and mouton diagram
concerned about 2 behaviour dimensions
Concern for people (degree which a leader considers people)
Concern for Results (degree which a leader considers tasks)
SOPs
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
Explicit vs implicit communication
Explicit: verbal communication with words (very obvious what we are saying)
Implicit: communication without words, with gensture, tone of voice, action
high degree of cohesion
produces high degree of team spirit
(positive)
produces high degree of GroupThink (negative) - when people make poor decisions together than on their own.
what is paralanguage
it’s a non **verbal communication using tone/pitch **when speaking
constructive feedback
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
what does this mean
‘one cannot NOT communicate’
whether silent or inactive - thse are considered non verbal behaviour patters which can express a meaning
what must a ‘Sender’ to ‘Receiver’ do to communicate effectively
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
during high workload, the verbal comms between crew should be
short , clear and concise
and consider the loss of non verbal communication
what is ‘followership’
is the willingness, ability, and capacity to actively follow a leader
feedback gives information about…
the sender
the receiver
the situation
Professional langauges characteristics
they use limited vocabulary
context provides meaning, therefore reduces risk of ambiguities
