In recent years, the “Decision Making” technique has changed. In aviation, decisions were made in the past by one person, the aircraft commander, calling on his wealth of experience. Such commanders were “Solo Operators.” These
“Sky Gods” as referred to by Robert Gandt in his book on the fall of Pan Am the now defunct PAA (Pan American World Airways), did everything themselves and the first officer was metaphorically there to carry the paper work and to raise and lower the undercarriage. These commanders made some good decisions and also some very bad decisions as they had not taken all the facts into account, by not asking other members of the crew for their views. Crews were also too frightened to speak-up because of fear instilled by the chain of command. Today, things have changed dramatically. The commander is still responsible for what happens, but now has many ways of achieving the desired goal, by discussing with the crew the various options available. It will reduce the stress on the commander and broaden the available alternatives with crew input.
Let us look at some of the tools available to an aircraft commander and crew, in order that a good decision can be made.
There are a couple of mnemonics that are used in aviation to assist in decision-making. These are “GRADE” as used by the majority of airlines and “DODAR” as used by a few operators only. Both philosophies achieve the same goal. For ease of reference, both philosophies are listed to allow immediate and meaningful comparison of differences. Note the similarity in end-result.
GRADE stands for DODAR stands for
a. Gather. a. Diagnose.
b. Review. b. Options.
c. Analyse Alternative. c. Decide.
d. Decide & Do. d. Assign.
e. Evaluate. e. Review.
We will analyse GRADE. Looking at each stipulation in turn:
a. Gather
i. Gather all the information available.
ii. Take all the time available, do not rush.
b. Review
i. Sort and check the information.
ii. Give it a priority.
iii. Resolve ambiguities – First filter.
iv. What is the situation now?
v. How should it be?
vi. Discard irrelevant information – Second filter.
c. Analyse Alternatives i. Look for alternatives
ii. Discard irrelevant information – Third filter iii. Look for route to achieve your objective.
d. Decide and Do
i. Make a decision– get as much help as possible from your crew.
ii. Act accordingly.
iii. Doing might mean “Do nothing” – if it is not ‘broke’, do not break it.
iv. Delegate – do not try to do everything yourself.
e. Evaluate
i. Check the outcome. Is the problem cured?
ii. Check that you have achieved the objective that you wanted.
iii. Get “Feedback” from the crew.
iv. Start GRADE again to check all eventualities.
The above mnemonic will help you and the crew slow down and explore all the possibilities that are available on the day.
Good decision makers Delegate task responsibilities.
Involve all resources. They get information from all possible sources.
Communicate what they expect to see.
Recognise the responsibilities of authority.
Choose appropriate behaviour.
Whereas poor decision makers Over-control.
Focus only on the task and not on the overview.
Distance themselves from the crew.
Avoid conflict. Occasionally you have to correct someone.
Behave inconsistently.
Jump to conclusions, without the necessary evidence.
Decision-making requires practice, which is not readily obtainable today, since the modern commercial aircraft is so reliable. In fact, some people have gone through their flying career having rarely if ever, had to open the Quick Reference Handbook (QRH), other than in the simulator. So how does the modern day co-pilot gain experience if there are no incidents? The obvious way to assist in the development of decision making and experience, is to make your own decision quietly to yourself, before the captain declares the final decision. See if your decision is the same; if not, why not? You may not have taken into account some small item that his or her experience assisted in making the decision which you can learn from.
The art of gaining experience is a solo project that you have to work on by yourself. You really need to start when you obtain the position as co-pilot in your first job. When you are flying, ask yourself "WHAT IF”. For example, as you
approach the Alps or Pyrenees, “What if I had an engine failure?” Mentally complete the recall actions - get the check-list out (Quietly and to yourself) go through it. Think out the actions - what is my drift down altitude - what is my MSA? - get your route information manual out and go through it - must I turn back or can I can continue with the terrain clearance - have I got sufficient fuel at a lower altitude if I continue? If I turn back which is the most suitable airfield to divert to - what are the weather conditions at the diversion field - what would I tell the cabin crew - when would I tell the cabin crew? If the captain is not otherwise engaged, ask for his or her opinion, what would he or she have done in this situation, but NOT until you have completed and made YOUR own decision, otherwise you are wasting time. This will help you gain experience in decision making as well as greatly increasing your operational route experience and increasing your own confidence.
Each sector you fly, think of something like this, or a medical emergency, a total electrical failure, or an emergency descent when over high terrain. In effect, work you way through the QRH checklist and tie it in with the terrain or weather conditions or area that you are operating in. By doing this you will build up a huge amount of experience. If and when something occurs, it will not come as a shock, since you have already thought it through. There will be less stress and the job will be completed much more safely. You will develop into a relaxed and competent commander in waiting. Think it through then make your decision and stick to it.
The Thinker – Statue by Auguste Rodin
Wikimedia Commons – PD photo by Pufacz
Source AVweb What-if they had diverted earlier?
One of Auguste Rodin’s most famous sculptures is The Thinker Statue, a piece originally conceived to be part of another work.
The Thinker was part of a commission by the Museum of Decorative Arts in Paris to sculpt a monumental door based on The Divine Comedy of Dante. Each of the statues in the piece represented one of the main characters in the epic poem.
Initially named the ‘The Poet’, The Thinker statue was intended to represent Dante himself at the top of the door reflecting on the scene below. However, we can speculate that Rodin thought of the figure in broader, more universal terms. The Thinker is depicted as a man in sober meditation battling with a powerful internal struggle. The unique pose with hand to the chin, right elbow to the left knee, and crouching position allows the statue to survey the work with a contemplative feel.
SECTION 6 - PRIORITISATION