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now the set of circumstances brought about by the course of
action requires analysis. The decision-making process is a
continuous loop of perceiving, processing and performing.
The DECIDE Model
Another structured approach to ADM is the DECIDE model,
which is a six-step process intended to provide a logical
way of approaching decision-making. As in the 3P model,
the elements of the DECIDE model represent a continuous
loop process to assist a pilot in the decision-making
required when faced with a situational change that requires
judgment. [Figure 1-13C] The model is primarily focused
on the intellectual component, but can have an impact on
the motivational component of judgment as well. If a pilot
continually uses the DECIDE Model in all decision-making,
it becomes natural and results in better decisions being made
under all types of situations. The steps in this approach are
listed in Figure 1-13C.
In conventional decision-making, the need for a decision is
triggered by recognition that something has changed or an
expected change did not occur. Recognition of the change,
or lack of change, is a vital step in any decision making
process. Not noticing change in a situation can lead directly
to a mishap. [Figure 1-13A] The change indicates that an
appropriate response or action is necessary in order to modify
the situation (or, at least, one of the elements that comprise it)
and bring about a desired new situation. Therefore, situational
awareness is the key to successful and safe decision making.
At this point in the process, the pilot is faced with a need to
evaluate the entire range of possible responses to the detected
change and to determine the best course of action.
Figure 1-13B illustrates how the ADM process expands
conventional decision-making, shows the interactions of the
1-18
Figure 1-13. Decision-Making.
ADM steps, and how these steps can produce a safe outcome.
Starting with the recognition of change, and following with an
assessment of alternatives, a decision to act or not act is made,
and the results are monitored. Pilots can use ADM to enhance
their conventional decision-making process because it:
1. Increases their awareness of the importance of attitude
in decision-making;
2. Teaches the ability to search for and establish relevance
of information; and
3. Increases their motivation to choose and execute actions
that ensure safety in the situational timeframe.
Hazardous Attitudes and Antidotes
Hazardous attitudes, which contribute to poor pilot judgment,
can be effectively counteracted by redirecting that hazardous
attitude so that correct action can be taken. Recognition of
hazardous thoughts is the first step toward neutralizing them.
After recognizing a thought as hazardous, the pilot should
label it as hazardous, then state the corresponding antidote.
Antidotes should be memorized for each of the hazardous
attitudes so they automatically come to mind when needed.
Each hazardous attitude along with its appropriate antidote
is shown in Figure 1-14.
1-19
Figure 1-14. The Five Antidotes to Hazardous Attitudes.
Research has identified five hazardous attitudes that can affect
a pilot’s judgment, as well as antidotes for each of these five
attitudes. ADM addresses the following:
1. Anti-authority (“Don’t tell me!”). This attitude is
found in pilots who do not like anyone telling them
what to do. They may be resentful of having someone
tell them what to do or may regard rules, regulations,
and procedures as silly or unnecessary. However, there
is always the prerogative to question authority if it is
perceived to be in error.
2. Impulsivity (“Do something quickly!”). This attitude
is found in pilots who frequently feel the need to do
something—anything—immediately. They do not
stop to think about what they are about to do, they do
not select the best course of action, and they do the
first thing that comes to mind.
3. Invulnerability (“It won’t happen to me!”). Many
pilots feel that accidents happen to others, but never
to them. They know accidents can happen, and they
know that anyone can be affected. They never really
feel or believe that they will be personally involved.
Pilots who think this way are more likely to take
chances and increase risk.
4. Macho (“I can do it!”). Pilots who are always trying to
prove that they are better than anyone else are thinking,
“I can do it—I’ll show them.” Pilots with this type of
attitude will try to prove themselves by taking risks in
　
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