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Stress can also result in decisions being made without all the pertinent information having been considered (e.g. shutting down wrong engine without looking to see which one is on fire!), and also with failing to take account of contradictory information once a decision has been made, attention being given only to information which supports the decision. Training can make people aware that this is a danger, help them to recognise the symptoms of stress and reduced SA, and train them to actively search for, and attend to, all pertinent sources of information before making a decision or acting upon a decision.
Recognition of reduced SA is almost as important as subsequent retrieval of good SA. LOFT exercises and debriefs are a useful way to improve on recognising when SA is reduced, with regard to both individuals and the flight deck crew team. Mica Endsley advocates a training method whereby LOFT exercises are stopped mid way through, in order to test individuals on their SA, and make them aware of their actual levels of SA, rather than their perceived levels, particularly at the end of an exercise.
Table 3 Clues to loss of SA (adapted from Bovier, 1997)

These "clues" can warn of an error chain in progress - a series of events that may lead to an accident. Most accidents involving human error include at least four of these clues. Ambiguity -information from two or more sources that doesn't agree Fixation - focusing on any one thing to the exclusion of everything else Confusion - uncertainty or bafflement about a situation (often accompanied by anxiety or psychological discomfort) Failure to fly the aircraft -everyone is focussed on non-flying activities Failure to look outside -everyone heads down Failure to meet expected checkpoint on flight plan or profile ETA, fuel burn, etc. Failure to adhere to SOPs Failure to comply with limitations, minimums, regulatory requirements, etc. Failure to resolve discrepancies - contradictory data or personal conflicts Failure to communicate fully and effectively - vague or incomplete statements
Table 4 Tips for Good SA Management (Bovier, 1997)

Predetermine crew roles for high-workload phases of flight Develop a plan and assign responsibilities for handling problems and distractions Solicit input from all crew members, including cabin, ATC, maintenance, dispatch, etc. Rotate attention from plane to path to people - don't fixate Monitor and evaluate current status relative to your plan Project ahead and consider contingencies Focus on the details and scan the big picture Create visual and/or aural reminders of interrupted tasks Watch for clues of degraded SA Speak up when you see SA breaking down
Training can help flight crew manage their workload to avoid overload situations and the associated reduction in SA. Training can help flight crew recognise reduced SA when it happens. CRM training can help improve teamwork such that team members can have good team SA, as well as monitoring one another to ensure that individual team members are maintaining SA. One of the key benefits of training, however, is to train individuals and teams how to cope in a non-normal or emergency situation, and how to maintain SA under stress. Training aids and videos are available for specific situations, e.g. approach and landing, engine failure, CFIT, turbulence, etc., but generic training in how to maintain and improve SA is valuable to give flight crew a good understanding of the techniques available.
　
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