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UH-72 Lakota - 2022 > Aircrew Coordination Training > Flashcards

Aircrew Coordination Training Flashcards

1
Q

Aircrew coordination is a set of _____, _____, _____ and techniques that transforms individuals into an effective crew

A

Principles , Attitudes , procedures

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2
Q

Which airline created the first aircrew coordination course?

A

Northwest airlines

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3
Q

_____ climate, _____ pressure and _____ pressure are the 3 types/causes of coercion

A

Command , Command , Cockpit

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4
Q

What classification would be considered the task with an engine failure in a multi-engine aircraft with sufficient power or continued single engine flight?
(Essential / Critical / Important / Serious)

A

Important

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5
Q

Malfunctions, Sudden loss of visual reference near the ground, inadvertent IMC, unusual environmental conditions, near mid air collisions, short notice in-flight mission changes, encounters with threat are all example of what?

A

Unexpected Events

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6
Q

Which style of decision making is useful when dealing with structured problems, and allows for more data to be considered?

A

Analytical style

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7
Q

What is the definition of “Establish and maintain team relationship”

A

Establish a positive working relationship that allows the crew to communicate openly, freely, and effectively in order to operate in a concerted manner where a climate of professional assistance is easily found and prompt assistance

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8
Q

Define ACT:

A

The cooperative interaction among crew members necessary for safe, efficient and effective performance of flight task

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9
Q

What is the definition of “Establish and maintain effective workloads”

A

Manage and coordinate priorities and execute the mission workload in an effective and efficient manner with the redistribution of task responsibilities as the mission situation changes. Flight duty responsibilities are performed in a timely manner where mission needs are always anticipated

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10
Q

Describe aircrew coordination:

A

A set of principles, attitudes, procedures, and techniques that transforms individuals into an effective crew

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11
Q

What is the definition of “Exchange mission information”

A

Establish all levels of crew and mission communication using effective patterns and techniques that allow for the flow of essential data and mission advisories among all crew members in a timely and accurate manner

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12
Q

What is the definition of “Cross-monitor performance”

A

Cross-monitor each other’s actions and decision to ensure workloads and crew actions are performed in a coordinated manner and to standard

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13
Q

What part og the ACT chart is “offer assistance” a part of?

A

Part of “Qualities”

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14
Q

Based on accident investigations, the combat readiness center (CRC) identified ___ errors/failures associated with aircrew coordination

A

6

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15
Q

What are the two types of incapacitation discussed in ACT:

A
  • Subtle incapacitation

- Gross incapacitation

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16
Q

What is the 3 levels of motivation:

A
  • Compliance
  • Identification
  • Internalization
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17
Q

The three classifications of tasks are _____ , _____ , _____.

A

Critical , Important , Routine

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18
Q

Define Anti-authority:

A
  • Doesn’t like people telling them what do to

- Resentful of rules, regulations and procedures

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19
Q

Define impulsiveness:

A
  • need to do something immediately

- Doesn’t stop consider consequences

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20
Q

Define invulnerability:

A
  • Accidents only happens to others

- More likely to take changes

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21
Q

Define macho:

A
  • Try to prove they are better than others
  • Take risk to impress others
  • Need for dominance for superiority
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22
Q

Define Resignation:

A
  • Leave decision to others
  • Think “whats the use?”
  • Attribute outcome to good/bad luck
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23
Q

Define “get there-itis”

A
  • Desire to reach destination at any cost

- Blocks awareness to hazards

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24
Q

Define Over confidence:

A
  • Could be the halo effect
  • Possibly swayed by reputation
  • Generally not a good assumption
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25
Q

What are the other Names for ACT?

A
  • Cockpit resource management
  • Integrated resource management
  • Crew coordination
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26
Q

Based on Accident Investigation, the Combat Readiness Center CRC has identified 6 errors/failures associated with aircrew coordination, which are:

A

Failure of:

    • P* to properly direct assistance from other crew members
    • Crew member to announce a decision/action that affected the ability of the other crew members to properly perform their duties
    • Crew member to communicate positively (verbally and nonverbally)
    • PC to assign crew member responsibilities properly before and during the mission
    • P or other crew members to offer assistance
    • P* to execute flight actions in t he proper sequence with the actions of the other crew members
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27
Q

How many objectives are there in aircrew coordination?

A

4

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28
Q

What is the aircrew coordination objective No. 4?

A

Cross-monitor performance

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29
Q

What are the four essential aircrew coordination principles

A
    • Communicate timely and effective
    • Sustain a climate of ready and prompt assistance
    • Effectively manage, coordinate, and prioritize planned actions, unexpected events, and workload distribution
    • Provide situational aircraft control , obstacle avoidance and mission advisories
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30
Q

How many qualities are associated with aircrew coordination?

A

8

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31
Q

With regard to the principle 1, “ communicate effectively and timely”, when is the communication effective?

A
  • The sender directs, announces, requests, or offers information
  • The receiver acknowledges the information; the sender confirms the receipt of information, based on the receiver’s acknowledgement and or action
  • Is quickly cleared and understood, permits timely actions
  • makes use of a limited vocabulary of explicit terms and phases to improve understanding in a high ambient noise environtment
32
Q

What are the barriers to communication in aircrew coordination?

A
  • Noise
  • Word usage
  • Physical
  • Mental
  • Interpersonal
  • Stress
  • Fatigue
  • Emotion
33
Q

What should you do to have effective listening?

A
  • Attend to sender
  • Ask questions if unsure of message
  • Restate message if necessary
  • Acknowledge verbally or by actions
34
Q

What are the 3 phases of Aircrew communication?

A
  • Pre mission
  • In flight
  • Post mission
35
Q

What is critical during all stages of Aircrew communication?

A
  • Inquiry and question phase (seeking information)

- Advocacy and assertion phase

36
Q

What should crew members action in the aircraft with the regard to quality 1 “announce and acknowledge decisions and actions”?

A

Effective and well coordinated

37
Q

Quality 2: “ensure that statement and directives are clear, timely, relevant, complete and verified”, information must be _____ , _____ and said at _____ possible

A

Clearly understood , Not confusing , Easiest opportunity

38
Q

When you avoid using terms that has multiple meanings such as “Right” , “Back up” or “I have it”, you are using what quality?

A

Quality 3: Be explicit

39
Q

Principle 2, “sustain a climate of ready and prompt assistance”. When do crew members have a responsibility to maintain situational awareness?

A
  • For mission requirements
  • Flight regulations
  • Operation procedures and safety
40
Q

Who sets the tone of the crew and maintains a working environment?

A

The PC sets the tone of the crew and maintains the working environment

41
Q

When crew members disagree on a course of action, what must the crew do?

A

Be effective in resolving the disagreement

42
Q

What identifies an EFFECTIVE crew?

A
  • Composed of assertive crew members who consistency engage in situational leadership
  • Each crew member knows he is a productive member of the team and is willing to help fellow crew members without request
  • The entire crew member participates as a team in the planning execution of the mission
  • An analytical style of decision-making is employed and crew members feel free to express concerns or advocate a position
  • The cockpit climate is relaxed and friendly but professional in its execution of mission objective
  • Crew members provide timely and clearly stated information to one of another to maintain common understanding of connections, actions, and decisions.
43
Q

What identifies an INEFFECTIVE crew?

A
  • Composed of crew members who are unable to balance task and personnel considerations
  • Crew members feelings may range from frustration to just being along for the ride, they generally do not help on another without direction
  • The sole planner and decision-maker is the PC who provides only a cursory briefing the crew
  • Crew members may be left wondering about their actions, duties, and responsibilities
  • The cockpit climate is business-like, however confusion is likely to occur during high workload and short lead time situations because only the PC understands the mission objectives and is unable to explain requirements under such conditions, even after the crisis has passed
44
Q

What are the management styles associated with the crew coordination?

A
  • Nurturing
  • Autonomous
  • Balancer
  • Aggressive
  • Assertive
45
Q

What are the team management problems associated with aircrew coordination?

A
  • Lack of support
  • SOP ignored
  • Stress problems
  • Emotional problems
  • Judgement problems
  • Get home-‘itis’
  • Management problems
  • Communication problems
  • Leadership problems
  • Discipline problems
46
Q

_____ is the act of rendering a solution to a problems and debriefing an action plan

A

Decision-making

47
Q

What are the 2 decision-making styles that the army recognizes in the decision-making process?

A
  • Analytical (useful when dealing with structured problems)

- Automatic (useful when dealing with unstructured problems)

48
Q

What are the hazardous attitudes that may impede decision-making process?

A
  • Anti-authority
  • Impulsiveness
  • Invulnerability
  • Macho
  • Resignation
  • Get there-‘itis’
  • Over confidence
49
Q

Depending upon the management style and crew climate, crew members should feel free to:

A
  • Raise question regarding plans
  • Revisions to plans
  • Actions to be taken and the status of key information
50
Q

What is advocacy?

A
  • Stronger than a recommendation, this is a positive declaration in favor of a set of possibilities
  • It is the obligation to speak out in support of a course of action different than being planned or followed. Also involves listening to other viewpoints that may be contradiction in nature
51
Q

What is assertion?

A

To state a position with some force of conviction
- The forceful, non-threatening statement of a belief, feeling, position, or ideas concerning a situation with which one is uncomfortable

52
Q

What are the causes of High Workload in aircrew coordination?

A
  • Poor planning and rehearsal
  • Unexpected events
  • Weather ant environment
  • ATC
  • Cockpit design
  • Mission complexity
  • Crew endurance
53
Q

What are the ways of managing high workloads?

A
  • Awareness level high workload
  • Delegate
  • Prioritize tasks
  • Expand time available
54
Q

What are the effect of low workloads?

A
  • Awareness low
  • Mind wandering
  • Inattention
  • Drowsiness/boredom
  • Complacency
55
Q

How do you deal with distractions pertaining to crew coordination?

A
  • Ignore
  • Delay
  • Delegate
  • Handle
56
Q

What are the types of unexpected events:

A
  • Malfunction
  • Sudden loss of visual reference near the ground
  • inadvertent IMC
  • Unusual environmental condition
  • Near mid-air collisions
  • Short notice in flight mission changes
  • Encounters with threat
57
Q

What events are present in aviation accidents?

A
  • Sudden loss of visual reference
  • Malfunctions i.e. Lights, audio and other distractions
  • Maneuvers during formation flight
  • NVG descents over low contrast surfaces
  • Approaches into tight LZs with numerous obstacles
  • Maneuvering too close to obstacles
  • Wire avoidance
  • Threat evasive maneuver
  • Inadvertent IMC
  • Terrain flight maneuvers
58
Q

Time available, type of mission, crew familiarity with current tactical situation, area of operations, SOP and the planning process are come of the factors which affect _____ and _____.

A

Planning , Rehearsal

59
Q

Quality 4: “Direct assistance”: PC ensures that all crew duties and mission _____ are clearly assigned and _____ _____ to prevent the overloading of any crewmember, especially during _____ _____ of flight

A

Responsibilities , Efficiently distributed

Critical flight

60
Q

What are the situational awareness influences?

A
  • Experience
  • Training
  • Physical flying
  • Spatial orientation
  • Physical and emotional health
  • Attitude
61
Q

What are the situational awareness problems?

A
  • Boredom
  • Complacency
  • Frustration
  • Anger
62
Q

What are the types of incapacitation?

A
  • Subtle incapacitation

- Gross incapacitation

63
Q

Nobody flying the aircraft, nobody looking out the window, and departure from SOP are types of _____ _____ in the error/poor judgement chain.

A

Links in error / poor judgement chain

64
Q

What are the three techniques to break the error chain?

A
  • Two challenge rule
  • Positive team building
  • Detailed pre-mission planning and rehearsal
65
Q

Quality 8: “Offer Assistance” When should crewmembers offer assistance?

A

Crewmembers offer assistance when they detect errors or see other crewmembers needing help

66
Q

What is the objective of pre-mission planning and rehearsal?

A

Entire aircrew understands all mission requirements and understands their role in accomplishing the requirements

67
Q

What are three classifications of tasks?

A
  • Critical task
  • Important task
  • Routine tasks
68
Q

Which decision-making style is more thorough and take more data into account?

A

Analytical style

69
Q

Two types of Command Pressure:

A
  • Subtle

- Blatant

70
Q

Critical phases of team building:

A
  • Unit orientation and battle-rostering
  • Pre-mission planning and rehearsal
  • Task execution
  • Crew-level after action review
  • Remain over night and TDY
71
Q

The 5 step Advocacy process:

A
  1. Get the attention of the individual
  2. State the concern
  3. State the problem
  4. Offer a solution
  5. Obtain agreement
72
Q

Principle 3: “Effectively manage, coordinate and prioritize actions, actions, unexpected events and workload. - Errors relating to this principle accounted for ____ % of ACT errors.

A

35

73
Q

What are the effects of high workload?

A
  • Difficulties in achieving good performance
  • Difficulty with aircraft control
  • Uncertainty/Indecision/Discomfort
  • Loose normal scan
  • Temporal distortion
  • Difficulty communication
74
Q

What are the ways to manage low workloads:

A
  • Rehearse and refine next mission segment
  • Recheck weather
  • Review emergency procedures
75
Q

What are the ways to prepare for unexpected events?

A
  • Technically and tactically proficient
  • Pre mission planning and rehearsal
  • Reminders during in-flight periods of low workload
76
Q

2 types recourses to cope with unexpected events:

A
  • Internal resources

- External resources

77
Q

Why would you never always direct assistance?

A

You’ll oversaturate the other crewmembers

UH-72 Lakota - 2022 (44 decks)

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