Getting to Grips with Approach-and-Landing Accidents Reducti(59)

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The effect of pressures (e.g., delays, company policies, ATC requests, etc) that may affect how the crew conducts the flight and makes decisions should be acknowledged by the industry.
Nevertheless, eliminating all pressures is not a realistic objective. Thus, company accident-prevention strategies, CRM techniques and personal lines-of-defense should be used to cope effectively with such pressures.
The use of a tactical-decision-making model for time-critical situations often is an effective technique to lessen the effects of pressures.
Several tactical-decision-making models (usually based on memory aids or on sequential models) have been developed and should be discussed during CRM training.
All tactical-decision-making models share the following phases (refer to Briefing Note 1.3 – Operations Golden Rules ) :
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Recognizing the prevailing condition;

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Assessing short term and long term consequences on the flight;

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Evaluating available options and procedures;

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Deciding the course of actions;

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Taking actions in accordance with the defined procedures and applicable task-sharing;

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Evaluating and monitoring action results; and,

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Resuming standard flying duties.

Postponing a decision until that option is no more considered or no longer available is a recurring pattern in approach-and-landing accidents.
The concepts of next-target and approach-gate are intended to act as benchmarks for supporting a timely decision-making process.

CRM Issues in Approach and Landing Accidents
Page 3

AIRBUS INDUSTRIE                                                                                       Getting to Grips with
    Flight Operations Support                                            Approach-and-Landing Accidents Reduction

Other CRM Aspects  Summary of Key Points
The following CRM aspects may be involved in CRM practices optimize the performance of the approach-and-landing incidents or accidents: entire crew (i.e., including flight crew and cabin
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Spatial disorientation (i.e., physiological illusions and/or visual illusions);

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Complacency when operating at a familiar airport (e.g., home base); or,

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Overconfidence (e.g., high time on aircraft type);

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Inadequate anticipation (i.e., inability to “ stay ahead of the aircraft “);

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Inadequate preparation to respond to changing situations or to an abnormal / emergency condition, by precise planning and use of all available technical and human resources (i.e., by “ expecting the unexpected “);

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Crewmembers personal factors; and/or,

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Absence of specific training of instructors and check airmen to evaluate the CRM performance of trainees and line pilots.

Factors Affecting CRM Practice
The following organizational or personal factors may adversely affect the effective implementation of CRM practices:
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Company culture and policies;

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Belief that actions or decisions are correct, although they deviates from the applicable standards;
　
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