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The first step in the decision-making process is to define the problem. This begins with recognizing that a change has occurred or that an expected change did not occur. A problem is perceived first by the senses, and then is distinguished through insight and experience. These same abilities, as well as an objective analysis of all available information, are used to determine the exact nature and severity of the problem.
One critical error that can be made during the decision-making process is incorrectly defining the problem. For example, failure of a landing-gear-extended light to illuminate could indicate that the gear is not down and locked into place or it could mean the bulb is burned out. The actions to be taken in each of these circumstances would be significantly different. Fixating on a problem that does not exist can divert the pilot’s attention from important tasks. The pilot’s failure to maintain an awareness of the circumstances regarding the flight now becomes the problem. This is why once an initial assumption is made regarding the problem, other sources must be used to verify that the pilot’s conclusion is correct.
While on a cross-country flight, Brenda discovers her time en route between two checkpoints is significantly longer than the time she originally calculated. By noticing this discrepancy, she has recognized a change. Based on insight, cross-country flying experience, and knowledge of weather systems, she considers the possibility that she has an increased headwind. She verifies that the original calculations are correct and considers factors that may have lengthened the time between checkpoints, such as a climb or deviation off course. To determine if there is a change in the winds aloft forecast and to check recent pilot reports, she contacts Flight Watch. After weighing each information source, she concludes that the headwind has increased. To determine the severity of the problem, she calculates a new groundspeed and reassesses fuel requirements.Choosing a Course of Action
After the problem has been identified, the pilot evaluates the need to react to it and determines the actions that may be taken to resolve the situation in the time available. The expected outcome of each possible action should be considered and the risks assessed before the pilot decides on a response to the situation.
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Definitions
Aeronautical Decision-Making (ADM) is a systematic approach to the mental process used by pilots to consistently determine the best course of action in response to a given set of circumstances.Attitude is a personal motivational predisposition to respond to persons, situations, or events in a given manner that can, nevertheless, be changed or modified through training as sort of a mental shortcut to decision-making.Attitude Management is the ability to recognize hazardous attitudes in oneself and the willingness to modify them as necessary through the application of an appropriate antidote thought.Crew Resource Management (CRM) is the application of team management concepts in the flight deck environment. It was initially known as cockpit resource management, but as CRM programs evolved to include cabin crews, maintenance personnel, and others, the phrase crew resource management was adopted. This includes single pilots, as in most general aviation aircraft. Pilots of small aircraft, as well as crews of larger aircraft, must make effective use of all available resources: human resources, hardware, and information. A current definition includes all groups routinely working with the cockpit crew who are involved in decisions required to operate a flight safely. These groups include, but are not limited to: pilots, dispatchers, cabin crewmembers, maintenance personnel, and air traffic controllers. CRM is one way of addressing the challenge of optimizing the human/machine interface and accompanying interpersonal activities.Headwork is required to accomplish a conscious, rational thought process when making decisions. Good decision-making involves risk identification and assessment, information processing, and problem solving.Judgment is the mental process of recognizing and analyzing all pertinent information in a particular situation, a rational evaluation of alternative actions in response to it, and a timely decision on which action to take.Personality is the embodiment of personal traits and characteristics of an individual that are set at a very early age and extremely resistant to change.Poor Judgment Chain is a series of mistakes that may lead to an accident or incident. Two basic principles generally associated with the creation of a poor judg-ment chain are: (1) One bad decision often leads to another; and (2) as a string of bad decisions grows, it reduces the number of subsequent alternatives for continued safe flight. ADM is intended to break the poor judgment chain before it can cause an accident or incident.Risk Elements in ADM take into consideration the four fundamental risk elements: the pilot, the aircraft, the environment, and the type of operation that comprise any given aviation situation.Risk Management is the part of the decision-making process which relies on situational awareness, problem recognition, and good judgment to reduce risks associated with each flight.Situational Awareness is the accurate perception and understanding of all the factors and conditions within the four fundamental risk elements that affect safety before, during, and after the flight.Skills and Procedures are the procedural, psychomotor, and perceptual skills used to control a specific aircraft or its systems. They are the airmanship abilities that are gained through conventional training, are perfected, and become almost automatic through experience.Stress Management is the personal analysis of the kinds of stress experienced while flying, the application of appropriate stress assessment tools, and other coping mechanisms.
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Aviation Instructor’s Handbook下(70)
