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NCPSC – 2009

NCPSC – 2009 . Who are we? Why are we here? What to be expect to learn? When is this over? What happens next? Were we successful?. Professional Pilots. Vocation? Something more? What does it take then? Is it ‘trainable’? If so, how?. LOTS OF QUESTIONS…. THE ANSWER IS…….

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NCPSC – 2009

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  1. NCPSC – 2009 • Who are we? • Why are we here? • What to be expect to learn? • When is this over? • What happens next? • Were we successful?

  2. Professional Pilots • Vocation? • Something more? • What does it take then? • Is it ‘trainable’? • If so, how? LOTS OF QUESTIONS… THE ANSWER IS……..

  3. Why here? Why now? • CAPR 60-1 • FLWG Supplement • Nothing better to do • Give back to the aviation community • Self improvement • Make a difference. LAST LINE OF DEFENSE

  4. Topics of Discussion AIRMANSHIP --------------------------------------------- THREAT & ERROR MANAGEMENT (TEM)

  5. AIRMANSHIP Definition? • Hard to define, but easy to see examples of failures. • “Total airmanship blends technical and tactical expertise, proficiency, and a variety of human factors to smoothly and effectively integrate the capabilities of the pilot and the machine.” Tony Kern – Flight Discipline

  6. AIRMANSHIP • Principals • The bedrock that all else is built upon • Poor foundation will never support the higher levels • Areas of Expertise • What we need to know to be successful • Core structure needed to achieve the desired results • Outcomes • Endgame (Capstone) PROFICIENCY SKILL DISCIPLINE

  7. There is only one kind of discipline ….. perfect discipline Gen George Patton

  8. Flight Discipline Defined “Flight discipline is the strength of will required to systematically develop all areas of airmanship and execute sound judgment in the presence of temptations to do otherwise, as well as to safely plan and employ an aircraft within all operational, regulatory, organizational, and common sense guidelines.” Tony Kern – Flight Discipline

  9. Who creates Flight Discipline? • Individual Pilots • Study habits, mission preparation, briefings, SOP adherence • Crewmembers • Active participation or just along for the ride. • Commanders • Zero Tolerance vs. Good Pilot Syndrome • Organizations • Internal (FLWG, NHQ, 1AF) • External (ATC, FSS, FBO)

  10. The ‘Other’ Side • What happens when discipline fails? CAUTION: ROUGE PILOT AHEAD

  11. Rogue Pilots • What is a ‘rogue’ pilot? • Definite traits? • Once rogue – always rogue? • Rogue defense.

  12. CZAR 52 Crew • AC: 92 BWG DOV – 24 yr veteran • Co-pilot: IP (325BS CC). • Radar Nav: 325BS Operations Officer • Observer: 92BW VC, and was added as a safety observer by the WG CC.  • "Fini-flight," Upon landing, Colonel Wolff was to be met on the flight line by his wife and friends for a champagne toast to the end of a successful flying career.

  13. Fairchild AFB, 24 June 1994 Airshow Practice

  14. Rouge Outcomes • Long-standing record of rogue behavior • Total failure of flight discipline at all levels. • Superiors : “One of the best; a real SA guy” • Junior Officers: “He is going to kill people one day and its NOT going to be me” • DISCONNECT? • What do we do to protect ourselves?

  15. Take a Good Long Look…

  16. Skill • Levels • Safety: Passed the checkride and now have a license to learn. • Effectiveness: Basic mastery to perform our duties. F5/F91 level. • Efficiency: Fly more efficiently than standard. Maximizes all resources. • Precision and Continuous Improvement: “My 3kt window was ok. How could I have done it better?” Requires honest self-appraisal.

  17. Proficiency • Legal vs. Safe • NOT the same. • Personal currency • Should be tailored to fit your (our) operations • Night, Xwind, low vis / GPS approaches • Not (necessarily) required by regulations • Currency is just the beginning of proficiency

  18. Hands vs. Mind • Mental Currency & Proficiency • Cue recognition • Mental response patterns & ability • Decidedly cognitive processes • Factors involved • Time out of the seat • Aging process • Strategies • Recognition • “Chair Flying” = Reinforcement

  19. Force Multiplier • Skill + Proficiency = CONFIDENCE

  20. One Last Word • Regarding skill and confidence………….. NEVER BE THE HERO OF YOUR OWN STORIES

  21. Areas of Expertise What areas of expertise do we need to build on our principals to be effective? SEL F TEAM E V I O R N M E N T A I R C R A F T RISK PROFICIENCY SKILL DISCIPLINE

  22. Self • Medical Airworthiness (MAW) • Medications (prescriptions & self-medication) • Fatigue, sleep, illnesses • Vision • Other (stress, alcohol) • Psychological Airworthiness • Attitude • Anti-authority, get-home-it is, machismo, resignation, complacency, invulnerability, impulsiveness • Maturity

  23. “I’M SAFE” • I • Illness: Do I have any symptoms? • M • Medication: Are you using any kind of prescription or drugs? • S • Stress: Am I under psychological pressure from the job or home? • A • Alcohol: Have I been drinking within 8 hrs? Within 24 hrs? • F • Fatigue: Am I tired and not adequately rested? • E • Eating: Have I not been eating and drinking adequately?

  24. Team • CRM – Crew Resource Management • Who is the “Team” • MO, MS • IC, AOBD, Mission Briefer • ATC, FSS • Automation

  25. Team • Leadership • Set tome and the example • Break down boundaries (you vs. we) • Establish norms and expectations • Establish the appropriate amount of authority based on the current capabilities and qualifications of the team

  26. Team Followership • Bad Examples • Sheep • Yes Men • Survivors • Good Examples • Good listening skills • Assertiveness • Ask good questions, offer good suggestions, “get in the game”

  27. Team • The key to successful leadership and followership? COMMUNICATION • Who are the examples of leaders here today? ALL OF US

  28. Environment • Physical Environment • Terrain, weather, VMC/IMC, day/night, performance factors (DA) • Regulatory Environment • FAA, CAP, FLWG • Organizational Environment • Corporate culture • Command responsibility • “To condone is to encourage” • Pilots all too often do what they observe, not what they are told.

  29. Aircraft • Systems Knowledge • Don’t have to built it, but….. • Procedural Knowledge • “Notes, Cautions, and WARNINGS” • Limitations • The key? • Continuous and systematic study.

  30. Risk • Risk defined • The act of doing • Risk assessment • ORM • Perceived capabilities vs. mission requirements • Personal capabilities - Mission demands = Margin of Safety • Risks to discipline • “Mission accomplished” • Temptations caused by lack of oversight or supervision

  31. Risk • Risks to skill and proficiency • Poor personal focus, inadequate resources, conflicting demands • Risks to knowledge • Personal attitude toward learning • Rapidly changing technical data • Organizational philosophy

  32. Risk – The Bottom Line • Identify the known risks • Anticipate the unknown risks (what if’s) • Do not accept unnecessary risk • Make risk decision at the appropriate level • Accept risk only when the benefits outweigh the costs

  33. Capstone Outcomes JUDGEMENT SITUATIONAL AWARENESS SEL F TEAM E V I O R N M E N T A I R C R A F T RISK PROFICIENCY SKILL DISCIPLINE

  34. Capstone Outcomes • SA • Situational Awareness What has happened SA What is happening What might happen

  35. Situational Awareness CABIN TEMP VERTICAL NAV ALT WX ROUTE DISCREPENCY SYSTEM MALFUNCTION ALTITUDE AIRSPEED MISSION PROFILE You are here ALTERNATE WX HEADING ENGINES FUEL STATUS THUNDERSTORMS FLIGHT CONTROLS Terrain ARRIVAL ETA CREWMEMBER EXPERIENCE DESTINATION WX LATERAL NAV TRAFFIC TRIM

  36. SA for Eagle Drivers (Wagg 1993) • Building a composite image of the entire situation in three dimensions • Assimilation of information from multiple sources • Knowing spatial position and geometric relationships • Periodically updating the current dynamic situation • Prioritizing information and actions • Making quality and timely decisions • Projecting the current situation into the future

  37. SA for CAP Drivers • Are we any different?

  38. Loss of SA – Symptoms • Ambiguity or Confusion • Fixation • Reduced communications • Failure to meet targets • Failure to stay ahead of the aircraft • Failure to follow normal habit patterns • Attempting to operate outside known limitations

  39. Loss of SA - Actions • Get away from all rocks, trees, and dirt • Stabilize the aircraft, situation, and yourself • Buy time to understand the situation • Seek information • Get back in the game • When all is over – analyze!

  40. SA and CRM • Define roles • Manage distractions • Reduce workload – delegate • Avoid complacency • Test assumptions • Intervene when necessary – Be assertive

  41. MO MS MO FO MS MP MS MO MP Joint Situational Awareness SA is dynamic Communication !

  42. Threat & Error Management (TEM) • “Who Me? Make a error?” • Threats? • CAP specific • Non-CAP specific

  43. Influences or threats that can lead to error Mission Completion Physical Distractions ATC Other Crew Terrain Weather Maintenance Similar call sign Line Crew Time pressures Flight diversion Heavy traffic System malfunction Unfamiliar airport Automation event Missed approach

  44. Threat Anything that increases the complexity of the operation. An event or error that happens outside the influence of the crew that if mismanaged could result in safety being compromised. Routine everyday occurrences • Threats = Red Flags

  45. Situational Awareness CABIN TEMP VERTICAL NAV ALT WX ROUTE DISCREPENCY SYSTEM MALFUNCTION ALTITUDE AIRSPEED MISSION PROFILE THREATS You are here ALTERNATE WX HEADING ENGINES FUEL STATUS THUNDERSTORMS FLIGHT CONTROLS ERRORS Terrain ARRIVAL ETA CREWMEMBER EXPERIENCE DESTINATION WX LATERAL NAV TRAFFIC TRIM

  46. Threat TIME Crew Error Undesired Aircraft State Threat and Error Model Incident

  47. How to Manage Threat and Error Threat and Error Avoidance Threat Management Countermeasures Error Management Undesired Aircraft State Management

  48. Countermeasure Skills Communication Leadership Team Climate Threat and Error Avoidance Briefing Stating Plans Workload Assignment Contingency Management Planning Threat Management Error Management Monitor / Crosscheck Workload Management Automation Management Execution Undesired Aircraft State Management Review / Modify Evaluation of Plans Inquiry Assertiveness

  49. TIME Threat and Error Avoidance Threat Threat Management Crew Error Error Management Undesired Aircraft State Undesired Aircraft State Management Threat and Error Management Model Incident

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