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during interactions with other
people; behaviour tends to
breed behaviour. Crews are
frightened to deal with the
258 JAR Private Pilot Studies
Captain, and Captains won't
deal with crews.
· Leadership vs teamwork.
Leadership has been defined as
facilitating the movement of a
team toward the
accomplishment of a task, in
this case, the crew and the safe
arrival of their passengers. This
is a better definition than
“Getting somebody to do what
you want them to do” which
implies a certain amount of
manipulation, something more
in the realm of management as a
scientific process. A Leader, as
opposed to a Manager, is a
more positive force,
inspirational, nurturing and
many other words you could
probably think of yourself.
· Personal qualities to passengers
and colleagues.
On top of personality traits, which you
are born with, the accident-prone
person also has undesirable attitudes,
which are acquired. These can
include:
· Impulsivity. Doing things without
forethought – such people don’t
stop to think about what they’re
doing. Not so fast! Apply your
training! The opposite is
indecisive.
· Antiauthority. These people don’t
like being told what to do. They
may either not respect the
source of the authority, or are
just plain ornery (with a deep
source of bottled-up anger).
Very often there's nothing
wrong with this - if more people
had questioned authority, we
wouldn't have had half the wars,
or we wouldn't get passengers
pressurising pilots to do what
they shouldn't. However,
regulations have a purpose.
They allow us to act with very
little information, since
everything is supposed to be
predictable, although that
doesn’t mean that rules should
blindly be obeyed - sometimes
breaking the rules saves lives -
the DC10 that had an engine
fall off during takeoff could
have kept flying if the nose had
been lowered a little for speed,
instead of being set at the
"standard" angle of 6°, as taught
on the simulator, which, in this
case, stalled the aeroplane (now
there's a little red light in the
cockpit that tells you when an
engine falls off). The opposite is
brainwashed.
· Invulnerability. People like this
think that nothing untoward can
happen to them, so they take
more risks, or push the
envelope – humility is the
antidote. Repetitive tasks must
be done as if they were new
every time, no matter how
tedious - you can guarantee the
one time you don't check for
water in a fuel drum, it will be
there! The opposite is paranoid.
· Macho people are afraid of
looking small and are always
subject to peer pressure, which
means they care a lot about
what other people think of
them, leading to the idea that
they have a very low opinion of
themselves. Thus, they take
unnecessary chances for
different reasons than so-called
Invulnerable people, above.
Human Factors 259
These are typically the highpowered
intimidating company
executives who have houses in
the middle of nowhere with no
navaids within miles of the
place. Such people may
subconsciously put themselves
in situations where they push
the weather to test their own
nerve. You have to learn to stick
up for yourself, with
management and passengers.
The opposite is wimp.
· Resignation. The opposite of
impulsive. The thought that
Allah will provide is all very
well, but the Lord only helps
those who help themselves –
you’ve got to do your bit too! If
you want the Lord to help you
win the lottery, you have to buy
the ticket first! The opposite is
compulsive.
As you can see when you
compare the opposites, each
side of each coin above is as
bad as the other – we should be
somewhere in the middle, with a
possible slight bias towards
antiauthority.
One way of controlling hazardous
personality traits is to keep a tight
hold on the factors in this
mnemonic:
Stress
Weather
Exposure To Risk
Aircraft
Time Constraints
Risk Management
One definition of risk is the chance
that a situation, or the consequences
of one, will be hazardous enough to
cause harm, injury or loss.
To have absolutely no risk, of
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