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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
you shoot from the hip, which is
equally wrong. Checklists and drills
are in the Company's Ops Manual
and are intended to be followed to
the letter. They are not always based
on the Flight Manual drills, which
are required to be followed to
comply with the requirements of the
C of A. Whilst they have their uses,
though, they can't cater for every
situation, and you may have to think
once in a while.
In such circumstances, it pays to
have prehandled many emergencies
(i.e. updating landing sites as above),
but, otherwise, actions take place in
two modes, the conscious and the
automatic. The former can be slow
and error-prone, but has more
potential for being correct. The latter
is largely unconscious and therefore
automatic – however, it only relies
on a vast database of information (or
experience), and is not creative of
itself – a problem that may affect
inexperienced pilots.
234 JAR Private Pilot Studies
Learning
In simple terms, this can be defined
as a long-term change in behaviour
based on experience, whether its
other peoples' (reading, studying) or
your own.
There are several behaviour patterns
(or pilot performance levels)
concerning this:
·  Skill-based learning is based on
practice, to become part of the
"muscle memory", or motor
programs, of your body (say when
learning the piano). As such it
does not require conscious
monitoring, but it can lead to
environmental capture, that is doing
something because it's always
done and not because it's the
right thing to do (saying "3
greens", for example, without
lowering the gear). You could
also end up with the right skill
in the wrong situation (action
slip), meaning pulling the flap
lever instead of the gear (see
Ergonomics, below).
·  Rule-based learning is that which
follows procedures, like
checklists and SOPs. It is kept
in long term memory (see
above), requiring the decision
channel and working memory for
execution - an inexperienced
pilot may have a problem with
this if the rules are imprecise
and assume a minimum level of
knowledge for them to be used
properly. What usually happens
when an accident occurs is that
the brain goes smartly into
neutral whilst everything around
you goes pear-shaped.
Checklists can help to bridge
the gap of inactivity by giving
you something more or less
correct to do whilst psyching
yourself up and evaluating
information ready for a
　
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