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actions that need to 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 you decide on a
response to the situation.
Your first thought was to try to thermal back up to
buy yourself some time and see if you could get
the landing gear freed. After weighing the consequences
of not finding lift and not focusing on flying
the glider, you realize your only course is to
make a gear-up landing. You plan to land on the
grass runway to the east of the paved runway to
avoid causing extensive damage to your glider
and allow for a softer touchdown.
IMPLEMENTING THE DECISION AND
EVALUATING THE OUTCOME
Although a decision may be reached and a
course of action implemented, the decision-making
process is not complete. It is important to think
ahead and determine how the decision could
affect other phases of the flight. As the flight progresses,
you must continue to evaluate the outcome
of the decision to ensure that it is producing
the desired result.
As you make your turn to downwind, you realize a
tractor mowing the field is in the middle of the
grass runway. At this point you make the decision
to land
on the paved runway with as smooth a touchdown
as possible. You make a normal pattern and
approach to landing and perform a minimum
energy touchdown, at which point the glider’s belly
contacts the pavement and grinds to a stop wings
level, causing only minor damage to the glider’s
underside.
The decision making process normally consists
o f
several steps before you choose a course of
action. To help you remember the elements of the
decision-making process, a six-step model has
been developed using the acronym “DECIDE.”
[Figure 1-3]
RISK MANAGEMENT
During each flight, decisions must be made
regarding events that involve interactions
between the four risk elements—the pilot in command,
the aircraft, the environment, and the oper-
Figure 1-3. The DECIDE model can provide a framework for
effective decision making.
1-5
ation. The decision-making process involves an
evaluation of each of these risk
elements to achieve an accurate perception of the
flight situation. [Figure 1-4]
One of the most important decisions that a pilot in
command must make is the go/no-go decision.
Evaluating each of these risk elements can help
you decide whether a flight should be conducted
or continued. Let us evaluate the four risk elements
and how they affect our decision making
regarding the
following situations.
Pilot—As a pilot, you must continually make decisions
about your own competency, condition of
health, mental and emotional state, level of fatigue,
and many other variables. For example, you plan
for an extended cross-country flight. You have had
only a few hours of sleep, and you are concerned
that the congestion you feel could be the onset of a
cold. Are you safe to fly?
Aircraft—You will frequently base decisions on your
evaluations of the aircraft, such as performance,
equipment, or airworthiness. Picture yourself in the
following situation. You are on a cross-country flight
and have begun to fly over extremely rugged terrain,
which covers the next 20 miles of your planned
route and will not allow you to land safely should the
need arise. The thermals are beginning to dissipate
and your altitude is 3,000 feet above ground level
(AGL). Should you continue to fly over this terrain?
Environment—This encompasses many elements
not pilot or aircraft related. It can include such factors
as weather, air traffic control, navaids, terrain,
takeoff and landing areas, and surrounding obstacles.
Weather is one element that can change drastically
over time and distance. Imagine you are
flying on a cross-country flight when you encounter
unexpected snow squalls and declining visibility in
an area of rising terrain. Do you try to stay aloft and
stay clear of the snow or land at the airport located
in the valley below as soon as possible?
Operation—The interaction between you as the pilot,
your aircraft, and the environment is greatly influ-
Figure 1-4. When situationally aware, you have an overview of the total operation and are not fixated on one perceived significant factor.
Figure 1-5. Statistical data can identify operations that have the highest risk.
1-6
enced by the purpose of each flight operation. You
m u s t
evaluate the three previous areas to decide on the
　
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