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Wiszniowski: There’s always the possibility
of the normalization of deviance,
where someone thinks, “I don’t have to
perform a stable approach all the time,
because I’ve always gotten away with
it.” And now he’s in a situation where
he has a contaminated runway, the
airframe has picked up ice on the flaps
and he’s above the approach speed.
ASW: So the margin for error is drastically
reduced.
Wiszniowski: Yes. In another example
of an unknown discussed here, we
found that air traffic control (ATC) did
not know that we do an engine run-up
on the runway. We do that because it’s
part of our operational procedures —
it’s in the Embraer FOM [flight operations
manual], it’s in the Airbus FOM,
that when you’re in icing conditions,
before you take off you have to do a
run-up.
So the unknowns aren’t only among
the pilots. They’re on the ATC side of
the house and the airport side of the
house. Through this conference, now
we’re getting together as a community.
ASW: Is this conference a one-off, or
will there be others?
Wiszniowski: We are planning to hold
another two years from now.
— RD
A Conversation With Capt. Barry Wiszniowski, Air Canada Pilots Association
ww.flightsafety.org | AeroSafetyWorld | October 2009 | 27
threatanalysis
operations.” The data are retained and
used for safety, trend and operational
analysis.
“It is imperative to store lots of data
for best results,” he said. “From our
perspective, 15 months is the minimum
for data mining, that is, asking complex
questions of the database and receiving
answers based on enough data. Air
Canada has kept over 4 terabytes of
data.” A terabyte is 1,000 gigabytes.
As examples of how FDA can help
reveal risk factors in winter operations,
Mask cited studies to determine
whether tail-mounted engines like
those on the Challenger CL-65 were
susceptible to icing, and another study
to see if engine ice-clearing procedures
for operating engines at idle
in prolonged icing conditions on the
ground were followed. In both cases,
the danger to be avoided was engine
fan blade damage.
Mask told an anecdote that summed
up the importance of taking precautions
to reduce the risks of winter operations:
“Back in the early 1970s, I was flying
helicopters. We stopped at a small
airport in Quebec for refueling. We set
the chopper down beside a light twin,
which had obviously been there for two
or three days because it was covered
with snow and ice.
“We saw a gentleman walk up to the
aircraft, open the door and get out a
broom. He went over to the left wing
and took a little snow off it, then did
the same on the right wing. He didn’t
even bother with the tail. He then
started to get back in the pilot seat.
“We went over to him and asked,
‘Excuse me, are you waiting for the
deicing truck?’ I’ll always remember his
words: ‘There’s no need for deicing. I’m
not going very far.’” 
MEASURING CHANGE IN PILOTS’ CONCEPTUAL UNDERSTANDINGS OF AUTOFLIGHT
Edwin Hutchins
University of California San Diego
La Jolla, California
Pilots transitioning to the Airbus A320 were observed in flight and interviewed at four sample points during their
first 18 months on the airplane. The interview data were analyzed by examining changes in both the relative
frequencies of automation terms and the similarity of pairs of terms over time. The results show that pilots master
selected modes before managed modes, and that even after 18 months of experience, their models of complex
managed modes are still changing.
Introduction
When an airline pilot transitions to a new airplane, he
or she must complete a rigorous training program. If
the airplane is highly automated, the pilot will receive
training in the use of the autoflight system. Autoflight
mode management is the process involved in
understanding the character and consequences of
autoflight modes, planning and selecting engagement,
disengagement and transitions between modes, and
anticipating automatic mode transitions made by the
autoflight system itself. It has long been known that
pilots are sometimes confused by the behavior of the
autoflight system (Weiner, 1993; Hutchins et al.
1999; Sarter and Woods 1992, 1994). Both an
industry-wide review of perceived human factors
　
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