Transcript Critical thinking an introduction to Situation Awareness

Copyright D Gurney 2006
Critical Thinking
An Introduction to Situation Awareness
and Decision Making
Thinking about thinking
This presentation provides an overview of how to improve situation awareness. It is intended to enhance the reader's understanding, but it shall not supersede the applicable regulations or airline's
operational documentation; should there be any discrepancy appear between this presentation and the airline’s AFM / (M)MEL / FCOM / QRH / FCTM, the latter shall prevail at all times.
Copyright D Gurney 2006
Introduction
This self-study guide provides advice on how to improve your thinking and introduces the
associated aspects of situation awareness and decision making. These activities are
essential processes in threat and error management, which must be used in daily
operations. Thinking is the core skill in these activities; critical thinking involves
controlling your thinking:- thinking about the quality of your thinking.
The guide is in five sections:
1. Threat and Error Management
2. Situation Awareness
3.
4.
5.
Decision Making
Critical Thinking
Situation Awareness and Decision Making
Everyone thinks; it is our nature to do so. But much of our thinking, left to
itself, is biased, distorted, partial, uninformed or down-right prejudiced. Yet
the quality of our life and that of what we produce, make, or build depends
precisely on the quality of our thought. Poor thinking is costly, both in
money and in quality of life. Excellence in thought, however, must be
systematically and continuously cultivated.
Speakers notes provide additional information, they can be selected by clicking the right mouse button in Slideshow View, select Screen, select Speakers notes.
This presentation can be printed in the notes format to provide a personal reference document.
Copyright D Gurney 2006
Threat and Error Management
Threat and Error Management (TEM) is a major safety process in aviation.
TEM consists of detecting, avoiding or trapping threats and errors that challenge the
safety of flight operations. Where threats and errors are not contained the resulting
conditions must be managed and their adverse effects reduced.
All flight and ground operations
Threats
Detect
Avoid / Trap
Mitigate
Errors
Undesired States
Situation Awareness
Resist
Resolve
Recover
Decision Making
Plane
Path
People
Fly the aircraft, Navigate, Communicate, Manage
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Situation Awareness
Situation Awareness is having an accurate understanding of your
surroundings, where you are, what happened, what is happening, what is
changing, why, and what could happen.
Good situation awareness requires:
1.
Gathering data (sensing, perception), seeking cues in the environment
2.
Assembling information to give understanding (comprehension)
and then thinking ahead (projection)
3.
Thinking about situation awareness involves:
–
–
–
–
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directing your attention to seek data; scanning a range of sources
evaluating information without bias, for accuracy and relevance
understanding, using your knowledge and previous experiences
comparing and checking, visualising future events - ‘what if’
planning ahead, considering possible outcomes
Gathering
data
Situation
Plane
Understanding
Planning
Ahead
Path
People
Critical Thinking - Situation Awareness and Decision Making
Now
Future
Copyright D Gurney 2006
Decision Making
Decision making is about assessment and choosing a course of action
Decision making requires an understanding of the situation and controlled thinking
The situation determines the urgency of the decision, the risks, and actions
Controlled thinking:
THINK
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Reduces risk
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Moderates behaviour
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Manages time constraints
–
Uses knowledge; seeks options
–
Judges relevance and the quality of the choice
–
Prepares for action, evaluates the outcome of planned action
DECIDE
Detect a change
Estimate significance
Choose a safe outcome
Identify possible actions
Do take action
Evaluate the result
OODA
Observe
Orient
Deduce
Act
GRADE
Gather Information
Review Information
Analyse Alternatives
5D
Detect
Determine
Decide
Decide
Evaluate Outcome of
Action
Do
Discipline
Expertise involves knowing how to decide, grade, and think – how to use all of the elements
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Critical Thinking
Critical thinking provides the mental control and discipline required for
situation assessment and decision making. It involves several skills;
these can be learnt, practiced, and improved.
Control your mind by:
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–
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Seeking and understanding information, facts, and data
Effective planning, briefing, and communication
Increasing knowledge; gaining experience
Critical Thinking is the skill of
Learning within a situation (context)
thinking about your thinking
Maintain discipline by:
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Being aware of how you think; hazardous attitudes
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Evaluating your actions; having self regulation
Being aware of all available resources
Being sensitive to feedback
–
–
Thinking inside the
‘box’ before you think
outside of the box
“Are you in charge of your thinking, or is your thinking in charge of you?“
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Critical Thinking - Self awareness
Self awareness - self questioning, self monitoring
Am I biased in my thinking
Have I made a plan for what I want to do
Are my ideas or knowledge on this issue correct
Am I aware of my thinking; what am I trying to do
Am I using all of the resources for what I want to do
Am I evaluating my thinking; what I would do differently next time
Am I aware of how well I am doing; do I need to change my actions or intentions
Monitoring is checking or testing the accuracy of a situation on a regular
basis. It is keeping a close watch over parameters
and supervising the outcome of planned action.
It is checking for threats and errors in our thinking
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Critical Thinking - Knowledge
Improving your thinking with Knowledge
Knowledge of Yourself
–
–
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A Commitment to safety, not following feelings or preference
Positive Attitudes, persistence, resourcefulness, learning from failure
Attention to detail and seeing the big picture; determining relevance, assessing risk
Knowledge about the Thinking Processes
–
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Knowing the facts necessary to do a task by seeking information
Knowing how to do a task, how to scan, understand, and think ahead
Knowing why certain strategies work, when to use them, why one is better than another
Knowledge to control your Thinking
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–
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Self evaluation, assessing current technical knowledge, setting objectives, selecting resources
Self regulation, checking progress; reviewing choices, procedures, and objectives
Planning, choosing and evaluating a path to the objective
Planning is the process of thinking about what you will
do in the event of something happening or not
happening
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Critical Thinking - Behaviour
Improving your thinking by changing behaviour
Changing your thinking habit requires effort; clear thinking is an essential
part of airmanship, which has to be developed throughout your career.
Basic training only provides those skills necessary to be safe.
Safe:
Continuation training and experience enables an effective operation.
Effective: More technical knowledge, practiced skills, and more experience
leads to an efficient operation.
Efficient:
Skilful command in controlling the aircraft and team leadership adds
experience and moves towards an expert operation.
Expert:
An operator who has gained and who maintains a high standard of
technical and non-technical skills as a result of great personal effort.
Expert thinkers
Focus on relevant issues
Identify essential information
Consider information on merit
Test and check the basis of their awareness and decisions
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Critical Thinking - Personal Briefing
Improving your thinking - Briefing
Before flight, self briefing reinforces memory cues and knowledge, these aid the recall
of information for use in situation assessment and decision making.
Know on what, who, where, and when to prioritise your attention
Always brief routine operations – repetition aids memory
Structure the briefing along the intended flight path
Visualise your actions (plane, path, people)
Consider the significant threats
Recall lessons from training
Refresh SOPs
Questions
Do not rush:
Your thoughts control your actions
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Critical Thinking - Personal Debrief
Improving your thinking - Debrief
After each flight consider the following points; Plus, Minus, Interesting (PMI)
Plus:What was good
What went according to plan
Minus:What was not so good, and why
What didn’t you know, find the answer before the next flight
Interesting:Have you changed the way in which you see things; threats, risks, people or procedures
What did you learn, why, and where did the information come from
Will you share this with others, if not why not
Anything for a safety event report (ASR)
Any issues for confidential reporting
Did you experience:High workload
Poor attitudes
Biased opinions
Mismanaged time
Unanswered questions
Critical Thinking - Situation Awareness and Decision Making
Plus
Minus
Interesting
Debriefing
Copyright D Gurney 2006
Thinking about Situation Awareness
and Decision Making
Situation Awareness and Decision Making depend on our ability to think.
Thinking enables humans to be very successful, but this ability also enables errors,
which if not controlled increase the risks in our daily activities.
Value
your
it wisely
All flight
andability,
ground use
operations
Threats
Senses:
See
Hear
Errors
Undesired States
Feedback
Situation
Action
Awareness
Decision Making
Response
Touch
Smell
Monitor
Pattern recognition
Comparison
Taste
Working memory
Long term memory - knowledge, bias, beliefs
Critical Thinking - Situation Awareness and Decision Making
Choice
Selection
Review
Copyright D Gurney 2006
Critical Thinking - for Situation Awareness
Critical thinking for Situation Awareness – seeking information
Essential components:
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–
–
–
–
–
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Accuracy; is the information true
Clarity; is the information understood
Precision; seek detail to understand the situation
Relevance; is the information connected to the situation
Depth; does the information address the complexity of the situation
Breadth; are there other points of view or other ways to consider this situation
Logic; does your understanding of the situation make sense
Whenever you don’t understand something,
ask yourself a question for clarification
?
Critical Thinking - Situation Awareness and Decision Making
Copyright D Gurney 2006
Critical Thinking - for Decision Making
Critical thinking for Decision Making – the choice of action
Essential components:
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What are the immediate risks
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What is the time available for the decision
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State the objective of the decision to be made
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Identify information to be used in making the decision
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Gather the evidence and information required to make a decision
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Make a decision based on criteria (a safe outcome), information, and risks
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Ask, what does the evidence and information mean considering the objective?
Situation
Routine
Trained
For
Unusual
Novel
Needs
Skill
Almost automatic action; actions have
been thought-through during training
Rules
Uses
Requires
Critical Thinking - Situation Awareness and Decision Making
Think about which action applies to
the situation, compare with training
Knowledge
Think about the situation, compare with
standard actions, training, and previous
experience
Copyright D Gurney 2006
Critical Thinking
Critical thinking is at the centre of all safety processes and human activity.
Threat and Error
Management
Critical Thinking
Situation
Awareness
Critical Thinking - Situation Awareness and Decision Making
Decision
Making
Information
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