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given the departure and destination
points, the wind velocity and other
relevant information and be asked to
calculate the CP along with the PNR
(Point of No Return), which is alright
as far as it goes, but tells you nothing
about your qualities as a Captain,
however much it may demonstrate
your technical abilities as a pilot.
Now take the same question, but
introduce the scenario of a flight
across the Atlantic, during which you
are tapped on the shoulder by a
hostess who tells you that a
passenger has got appendicitis. First
of all, you have to know that you
need the CP, which is given to you
already in the previous question.
Then you find out that you are only
5 minutes away – technically, you
should turn back, but is that really
such a good decision? (Actually, it
might be, since it will take a few
minutes to turn around).
Commercially, it would be
disastrous, and here you find the
difference between being a pilot and
a Captain, or the men and the boys,
and why CRM training is becoming
so important.
A Captain is therefore supposed to
exhibit qualities of loyalty to those
above and below, courage, initiative
and integrity, which are all part of
the right personality – people have
to trust you. This, unfortunately,
means being patient and cheerful
under the most trying of
circumstances, and even changing
your own personality to provide
harmony within the crew, since it's
the objective of the whole crew to
get the passengers to their
destination safely.
With regard to outside agencies, as
single crew, there is only you in your
cockpit, but you still have to talk to
passengers and others in your
organisation, and we all work in the
Air Transport Industry. It just
happens that your company is paying
your wages at the moment—in this
context, the word "crew" includes
anybody else who can help you
deliver the end product, which is:
. . Safe Arrival!
Very few people travel just for the
sake of it, unless you own a Pitts.
Everything else is subordinate to
this, including pride and increasing
your qualifications and experience.
Remember that the general public
are paying your wages.
ATC are there to help if you've got a
problem. They will check your
landing gear is down, file a flight
Human Factors 231
plan and check out the weather,
although a lot of this could be done
by the Company if they've got a
radio frequency.
The best way out of trouble is not to
get into it, which is easier said than
done with an intimidating passenger
or management. You, the pilot, are
the decision-maker – in fact, under
the Chicago Convention (Annex 2,
Chapter 2), your word is law until
overturned within 3 months by a
person with a lawful interest.
However, the other side of the coin
is that you are liable for what goes
on – in fact, in aviation, the buck
very definitely stops at the bottom.
To do this properly, we need to look
at Man, the machine and the
environment - you know about the
machine – we will therefore
concentrate on the other two.
Decisions, Decisions
Your licence means the authorities
consider you to have enough training
to make decisions – however, it
cannot, and does not, cater for every
situation.
Aviation is noticeable for its almost
constant decision making. As you fly
along, particularly in a helicopter,
you're probably updating your next
engine-off landing point every five
seconds or so. Or maybe you're
keeping an eye on your fuel and
continually calculating your
endurance in view of unexpected
weather. It all adds to the many tasks
you're meant to keep up to date
with, because the situation is always
changing. In fact, a decision not to
make a decision (i.e. wait a while for
developments) is also a decision,
always being aware that we don’t
want indecision. To drive a car 1
mile, you must process 12,000 pieces
of information – that's 200 per
second at 60 mph! It has to be worse
with flying, and possibly over our
limits – we can begin to see that our
capability of processing information
is actually quite marginal.
A decision is actually the end result
of a chain of events involving
judgment. The process involves not
only our eyes and ears which gather
data, but our attention, which should
not be preoccupied all the time. The
　
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