Social Psychology And Flight Deck Management Flashcards
(29 cards)
10.50.2 Explain how outside resources, such as ATC, engineers and other pilots can contribute to a pilot’s management of a flight
These resources can aid in a pilots situational awareness, they can also provide the pilot with a large amount of information to aid them in making a decision
34.50.2/46.50.2 Broad characteristics of personality and distinguish individual differences (openness, conscientiousness, extroverts, agreeableness, neuroticism )
Openness - People who like to learn new things and enjoy new experiences usually score high in openness. Openness includes traits like being insightful and imaginative and having a wide variety of interests.
•Conscientiousness - People that have a high degree of conscientiousness are reliable and prompt. Traits include being organized, methodic, and thorough.
Extraverts - get their energy from interacting with others, while introverts get their energy from within themselves.
•Extraversion includes the traits of energetic, sociable, impulsive, talkative, and assertive.
•Agreeableness - These individuals are friendly, cooperative, and compassionate. People with low agreeableness may be more distant. Traits include being kind, affectionate, and sympathetic.
Neuroticism (Neuroticism Emotional Stability)
•This dimension relates to one’s emotional stability and degree of negative emotions. People that score high on neuroticism often experience emotional instability and negative emotions. Traits include being moody and tense.
34.50.4 Cognitive dissonance what is it and what can it do to you?
The state of having inconsistent thoughts, beliefs, or attitudes, especially as relating to behavioral decisions and attitude change
•Delays our reaction time, reduces our motor skills and decreases our ability to interpret what we’re seeing and hearing.
34.50.6 The concept of crew resource management
The process of managing and utilising all the people, equipment and information available on the flight deck.
•Its principle is no different to resource management in any other work environment
34.50.8/46.50.4 Methods of maximising CRM
Accident investigation and various training programmes
•LOFT (line orientated flight training) – is designed to recognise the kind of situation in which human error can occur by role playing and debriefing. This also serves to highlight effective and ineffective use of material resources, and to teach the proper allocation of duties and responsibilities among the crew
34.50.10 Teamwork and team membership
Teamwork - combined action of a group, especially when effective
Team member - contributing positively to a group or team to achieve a common goal
34.50.12/46.50.6 Factors that affect team performance
Quality of the team depends on the quality of the team members, but powers of persuasion exert strong influences and opinions tend to be weighted according to the status of the person offering them
•Good communication, having every one involved and keeping the common goal in mind will increase the teams performance
34.50.14/46.50.8 How effective teams or team working can reduce errors
Checking and monitoring other team members actions, and providing different opinions when it comes to decision making to ensure the best outcome is found
34.50.16 Describe group decision making
The team leader should solicit ideas and suggestions before suggesting their own, this helps prevent fear of conflict with the leader , when a decision is made , the reasoning should be explained so that nobody feels they have been left out
•The team members should be factual and not be afraid to air uncertainties, however when a decision has been reached, accept it and do your part to implement it
34.50.18/46.50.10 Advantages and disadvantages of group decision making
- Advantages – More information is available, wider choice of options is possible, and the commitment of individuals to the solution often makes the implementation stage easier and more effective
- Disadvantages – Teams often move to solution centred discussion before the problem is properly analysed. Differences of opinion can escalate conflict, time can be poorly managed and 1 or 2 individuals may dominate the process
34.50.20/46.50.12 The concepts of (a) risk shift, (b) conformity and (c) compliance
Risk Shift - When people are in groups, they make decision about risk differently from when they are alone. In the group, they are likely to make riskier decisions, as the shared risk makes the individual risk less
- Conformity - the tendency to align your attitudes, beliefs, and behaviours with those around you. It’s a powerful force that can take the form of overt social pressure or subtler unconscious influence
- Compliance - responding favourably to a request offered by others
34.50.22/46.50.14 Personality traits and their effect on group decision making
Introversion - Introverts are drained by social encounters and energized by solitary, often creative pursuits. Their disposition is frequently misconstrued as shyness, social phobia or even avoidant personality disorder, but many introverts socialize easily; they just strongly prefer not to.
•Extraversion - is “the act, state, or habit of being predominantly concerned with obtaining gratification from what is outside the self”. Extraverts tend to enjoy human interactions and to be enthusiastic, talkative, assertive, and gregarious.
Anxiety - a feeling of worry, nervousness, or unease about something with an uncertain outcome. Researchers found that people who are prone to high anxiety have a more difficult time reading the environmental cues that could help them avoid a bad outcome. The more anxious people have greater trouble deciding how best to handle life’s uncertainties, in general.
34.50.24/46.50.16 Differentiate between goal/task directed and relationship directed styles of behaviour
Task directed leaders focus on the task that need to be performed in order to meet certain goals
•Relationship directed leaders focus on the satisfaction, motivation, and general well-being of the team members
34.50.26/46.50.18 Autocratic and democratic leadership styles
Autocratic is characterised by individual control over all decisions with little input from group members
•Democratic is a type of leadership where members take a more participative role in the decision making process. Members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions
34.50.28/46.50.20 Ideal leadership qualities
- Leads by example
- Establishes task, team and individual needs
- Advises intent before acting
- Delegates tasks and other duties
- Evaluates progress
- Responds to staff progress
- Sets and maintains priorities
- Has high technical competence
- Involves staff in decision making
- Praises good performance
34.50.30/46.50.22 Problems that can arise from (a) status/seniority differences (b) lack of assertiveness (c) cultural differences
The senior person may seem intimidating and the junior person may be unwilling to speak up.
(b) lack of assertiveness
•If a junior cannot assert them self when the senior person is potentially doing something wrong they may just sit back and let it happen – afraid to speak up.
(C) cultural differences
Different beliefs can lead to differing opinions and thought processes
34.50.32/46.50.24 The concept of authority gradient
The manner in which the captain exerts authority on the operation, greatly influences the flow and coherency of cockpit communication. It should neither be over bearing, dictatorial approach, nor one in which his/her command authority is undermined
- 50.34/46.50.26 The advantages and disadvantages of varying cockpit authority gradients and
- 50.36/46.50.28 Problems that can arise from an authority gradient that is too steep or too shallow
A steep gradient can be produced when an over-bearing captain is paired with an inexperienced first officer. Eastern cultures tend to have a steeper authority gradient in the cockpit than western cultures (the captains word is taken as gospel)
An inverse steep gradient is formed when the captain allows the command function to be obscured, especially when the other crew might be more experienced than he/she (eg. a captain with 4000 hours on a Beech 1900 moving onto an ATR as a first officer with a 3000 hour captain)
•A flat gradient is produced when a crew with equal experience and proficiency are paired together – if one commits an error the other may be reluctant to speak up not wishing to cause offence
34.50.38/46.50.30 Cultural aspects of authority gradients
In some cultures you are obliged to be deferential toward your elders and superiors in a way that would be unimaginable in the west.
•That’s dangerous when it comes to modern airplanes because such sophisticated machines are designed to be piloted by a crew that works together as a team of equals, remaining unafraid to point out mistakes or disagree with a captain
34.50.42/46.50.32 The influence of the following on the effectiveness of cockpit communications: (a) skills of enquiry, advocacy and assertion
Enquiry – the means which we gather information, sources include our own senses, outside contributors and from asking questions. The point of enquiry is to understand the position of the other person.
- Advocacy – Puts you in a position of standing for, or advocating a particular action, position or set of principles. Trying to argue or persuade for the position you are advocating.
- Assertion – asserting your opinion on a decision
34.50.42/46.50.32 The influence of the following on the effectiveness of cockpit communications: (b) listening
Hearing and listening are not the same thing. Hearing is the act of perceiving sound. It is involuntary and simply refers to the aural stimuli. Listening is a selective activity which involves the reception and the interpretation of aural stimuli. It involves decoding the sound into meaning.
34.50.42/46.50.32 The influence of the following on the effectiveness of cockpit communications: (c) conflict resolution
Conflicts may arise because of inappropriate behaviour by a member of the group and may be inter-personal or intra-personal. Conflicts need to be depersonalised i.e look at what is right not who is right.
34.50.42/46.50.32 The influence of the following on the effectiveness of cockpit communications: (d) critique/feedback
Develop the ability to receive and provide constructive criticism. Positive feedback from colleagues helps improve skills such as communication and problem solving
34.50.44/46.50.34 The barriers to effective communication
Semantic (over complicated message) •Unclarified assumptions – taking for granted the knowledge of basic things •Technical Jargon •Body language and gesture decoding •Psychological or emotional barriers
