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prioritisation, although they will have
varying degrees of importance in a
single-pilot environment. In fact, the
term "pilot error" is probably only
accurate about a third of the time; all
it really does is indicate where a
breakdown occurred. There may
have been just too much input for
one person to cope with, which is
not necessarily error, because no
identifiable mistakes were made.
Perhaps there needs to be a new
phrase, occupying the same position
that "not proven" does in the
Scottish Legal System, which lies
between Guilty and Not Guilty.
The aim of this sort of training is to
increase flight safety by showing you
how to make the best use of
resources available to you, which
include your own body (physical and
psychological factors), information,
equipment and other people,
whether in flight or on the ground—
P2s are trained for emergencies, for
Human Factors 393
example, so they can be used instead
of automatically taking over yourself
when something happens – like a
human autopilot, in fact. Also
remember that the behaviour of
people in a company is very much a
reflection of the management, in our
case the commander, so there is an
obligation for whoever’s in charge to
foster a positive working
environment, which, essentially,
means not being miserable. Like it or
not, you are part of a team, even if
you are the only one in the cockpit,
and you have to fit into an
established system. All of this is
geared to help you with making
decisions, of which more later.
The aim of a PDM course, in
particular, is to help pilots make
better decisions by introducing them
to the concepts, principles and
practices of good decision-making,
with the intention of reducing the
accident rate even further. That is to
say, we know all about the hardware,
now it's time to take a look at
ourselves.
It has been noticed that pilots who
receive decision-making training
outperform others in flight tests and
make 10-15% fewer bad decisions,
and the results improve with the
comprehensiveness of the training.
The courses are supposed to be
discussion-based, which means that
you are expected to participate, with
the intention that your experiences
will be spread around to other crews.
This is because it's quite possible
never to see people from one year to
the next in a large organisation, and
helicopter pilots in particular have
no flying clubs, or at least
opportunities to "hangar fly" as the
Americans say, so experience is not
being passed on. In fact, even if you
operate out in the bush, you might
see some of your colleagues at the
training sessions at the start of the
season, and not see them till the end.
One accident which illustrates the
need for CRM training was a
Lockheed 1011 that flew into the
Florida Everglades. A problem
involving the nosewheel occupied
the attention of all three members of
the crew so much that they lost the
big picture, and the aircraft ended up
in the swamp. It was concluded that
the commander should have ensured
that someone was monitoring the
situation, and should have delegated
tasks accordingly. But was a
"mistake" actually made? Nobody
pushed the wrong switches or
carried out the "wrong" actions – it
was maybe just a wrong decision.
A contribution to the Kegworth
accident in UK, where the plane
ended up on the motorway, was the
inability of the cabin crews to feel
they were able to talk to the flight
deck if they saw a problem, which
puts the problem fairly and squarely
at the door of the Company, or at
least the management. Also, a
reading of the accident report on the
Air Florida flight that hit a bridge
and ended up in the Potomac would
be instructive—the FO was clearly
sure that something was wrong
(icing) but didn't like to say so.
In short, Crew Resource Management
(CRM) is the effective utilisation of
all available resources (e.g. crew
members, aeroplane systems and
supporting facilities) to achieve safe
and efficient operation - the idea is
to enhance your communication and
394 Canadian Professional Pilot Studies
management skills in order to
achieve this. In other words, the
emphasis is placed on the nontechnical
aspects of flight crew
performance (the so-called softer
skills) which are also needed to do
　
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