Transcript Applying Human Factors Principles

Applying Human Factors
Principles
Chapter 10
Section B
Aeronautical Decision
Making
Risk Elements
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Pilot – fitness, competency, currency, experience
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Aircraft – performance, limits, equipment,
airworthiness
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Environment – wx., airport conditions, ATC svcs.
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Operation – purpose of flight
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Situation – situational awareness of all above
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Decision-making Process
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D – detect
E – estimate
C – choose
I – identify
D – do
E – evaluate
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Accidents – Incidents
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Accident –
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An occurrence in which any person on board the
aircraft suffers death or serious injury, or in which
the aircraft receives substantial damage
Incident –
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An occurrence other than an accident which
affects the safety of operations
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NTSB
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National Transportation Safety Board
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Investigates every U. S. civil aviation accident
Issues safety recommendations
Maintains database
Conducts research on safety issues
www.ntsb.gov
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Poor Judgment Chain
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aka error chain
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Accidents and incidents rarely, if ever, are the
result of a single cause
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Usually a series of errors occurs which lead
to the accident or incident
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Break one link in the chain and sequence of
events would be stopped
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Risk
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Flight activities where accidents are most
likely to occur
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When do aviation accidents happen?
57.2% of GA accidents occur during 6% of flight time
Takeoff/initial climb, Approach, Landing
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PIC Responsibility
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Read top half of page 10-28
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Judgment
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Learned
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From your mistakes
From other experiences
From the experiences of others
Ability to exercise good judgment affected by
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Stressors
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Stressors
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Three categories
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Physical stress
Physiological stress
Psychological stress
Personal checklist
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Stress
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Improving Judgment
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Anticipate decisions
Train and practice in critical areas
Match individual skills with the job
Standardize whenever possible
Maintain positive attitudes
Practice effective communications
Be deliberate in decision making
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Hazardous Attitudes
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Communication
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Sending
Listening
Feedback
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Good ATC radio procedures help
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Communication
When the rear-seat pilot of a dual-piloted T-33
aircraft attempted to adjust his position, he
inadvertently deployed the life raft in the seat
bucket survival kit. As the raft inflated, it
pushed the stick forward, which caused the
aircraft to pitch nose down. The front seat pilot
attempted to correct the dive, but met
resistance when he pulled the stick back.
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Communication, continued
Meanwhile, the back seater found and
deployed the raft deflation tool. The front
seater, trying to solve the control problem,
heard an explosion as the cockpit filled with
talcum powder from inside the raft, which
looked very much like smoke. He identified the
problem as an engine failure, closed the throttle
and secured the engine.
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Communication, continued
As the haze cleared in the back, the back
seater noticed the apparent engine flameout
and ejected. The front seater then deadsticked the aircraft into a field. Throughout this
entire sequence, not a word was spoken.
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Barriers to Sending
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Poor choice of words
Silence
Assumptions
Tone
Over load
Volume
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Barriers to Listening
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Boredom
Complacency
Distractions
Impatience
Anger
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Feedback
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Ask for clarification until you understand
Acknowledge
Restate
Confirm
Observe
Question
Disagree
Answer
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Double Check When You Hear . . .
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Probably
Possibly
I think so
I hope so
Maybe
Should
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Internal Barriers to Communication
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Rank
Attitude
Choice of words
Misinterpretation
Hearback
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Hear what you want to hear or are expecting
Mixing/switching numbers 200-220, 120,210
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External Barriers to Communications
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High noise
Uncomfortable temperatures
High workload
Uncertain of policies/procedures
Unable to see the other person
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Resources
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Internal – in the cockpit during flight
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External – outside of the cockpit during flight
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Workload Management
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Plan
Prepare
Prioritize
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Overload
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Compare
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Situational Awareness
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An accurate perception of the operational
and environmental factors which affect the
aircraft, pilot, and passengers during a
specific period of time.
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Fixating on one thing
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Complacency
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ADM Works!
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United Flight 232
Captain Al Haynes
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“We had 103 Years of flying experience in that
cockpit . . . but not one minute of that 103 years
had been spent operating an airplane the way we
were trying to fly it. If we had not worked
together, with everybody coming up with ideas
and discussing what we should do next and how
we were going to do it, I do not think we would
have made it to Sioux City.”
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