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quicker if some experience has
already been gained, hence the value
of training. You gather information
through the senses, but these don't
always tell the truth, a subject we will
look at later (of course, the
information itself may be wrong).
Information Processing
Physical stimuli, such as sound and
sight, are received and interpreted by
the brain. Perception at this point
means converting that information
into something meaningful, or
realising that it's relevant to what
you're doing. What comes out
depends on past experience of those
events, your expectations, and
whether you're able to cope with the
information at that time. Good
examples are radio transmissions
from ATC, which you can
understand, even if you can't hear
them properly, because you expect
certain items to be included, and you
know from experience that they're
bad anyway. The danger, of course,
is that you may hear what you want
to hear and not what is actually sent!
(see Communication, below). We can
only do this one item at a time,
however.
Each decision you make eliminates
the choice of another so, once you
make a poor one, a chain of them
usually follows. In fact, a decisionmaking
chain can often be traced
back up to and over fifty years,
depending on whether the original
cause was a design flaw. Another
factor is the data itself; if it’s
incomplete, or altered through some
emotional process, you can't base a
proper decision on it. So:
· Don't make a decision unless
you have to (saves restricting
choices).
· Keep it under review once
you've made it.
· No decision can be a decision
(but watch for indecision).
Most important, though, is to be
prepared to change a decision! (the
Captain in the Dryden Accident
should not have rotated twice).
Of course, by definition, the nature
of most incidents means that there is
no time for proper evaluation, and
you have to fall back on instinct,
experience or training (see Learning,
below).
The rate of information processing is
very vulnerable to fatigue and stress,
and the most demands are made at
the beginning and ends of a flight –
Human Factors 241
the latter when you are most tired (in
fact, your heart rate is most just after
landing).
There are two decision-making
processes that affect us, both of
which really speak for themselves –
ample-time and time-critical.
Ample-Time Decision Making
You start with the awareness of a
situation, which means having some
idea of the big picture (similar to the
continual updating mentioned
above). Situational awareness refers
to your awareness of all relevant
information. Of course, you have to
know how things should be to
recognise what's wrong! You need
vigilance and continual alertness,
with regard to what may happen on
top of what is happening, which is
kind of difficult at the end of a long
day.
There are three elements to the
evaluation process. Diagnosis comes
first (which is more of a skill than is
thought), followed by the generating
of possible solutions and the
assessment of any risks, which is
further described below.
When evaluating a situation, you
should stay as cool as possible and
not let emotions cloud your decision
– that is, do not let false hopes affect
your thinking.
Time-Critical Decision Making
Decisions have to be made quickly,
based on past experience or training
– there is often no time to be
creative or think up new solutions.
In other words, time dictates your
decision, and this is where checklists
and SOPs can help, because they will
be based on other peoples'
experience (training is supposed to
make your actions as near to reflex
actions as possible, to make way for
creative thought).
Drills, as per the Ops Manual, and
checklists do the same thing on a
different scale. Their purpose is to
provide a framework on which to
base good decision-making, as well
as making sure you don't forget
anything. SOPs are there to provide
standardisation in situations where
groups are formed and dissolve with
great regularity, such as flight crews.
Although a checklist doesn't contain
policy, it does at least stimulate
activity, since the first response of
most people in an emergency is to
suffer acute brainfade. Either that, or
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