Behavior and Motivation

Transcription

1 Behavior and Motivation How Aerodoc to use it

2 The Three part brain Human brain (Rational thinking) Mammal brain (feelings) Reptile brain ( Instinct ) Aerodoc

3 Jens Rasmussen The three level activity control model: S R K Skill based behavior? Rule based behavior? Knowledge based behavior? s. 167 Aerodoc

4 Skill based behavior Based on stored routines or motor programmes s. 167 Aerodoc

5 Developing Motor Programs A B C D COGNITIVE PHASE (Declarative Knowledge) A C B D ASSOCIATIVE PHASE (Knowledge Compilation) s. 167 Aerodoc

6 Developing Motor Programs A B C D AUTOMATIC PHASE (UNCONCIOUS) s. 167 Aerodoc Note: temporary transition to associative stage can happen because of stress and lack of practice

7 Skill based behavior Based on stored routines or motor programmes Unconcious Skill-based errors: - Action slip - Environment Capture (right action, falls response) (ex. 3 green light during check list) Never in novices WHY? s. 167 Aerodoc

8 Rule based behavior Based on learned routines or procedures (preflight preparations, Terminal Approach Chart, SOP ect.) Requires a conscious decisions Are they always written down? s. 167 Aerodoc

9 Rule based behavior Based on routines or procedures (preflight preparations, Terminal Approach Chart, SOP ect.) Conscious decision Many stored in long term memory (emergency drills, instrument procedures ect.) Often result of simulator training Check lists Increase CRM and situational awareness (standard procedures) s. 167 Aerodoc

10 Errors of Rule-based behavior Error of commission (mis-identification identification of problem wrong response or inappropriate rule) Response error What is the difference to Action slip? Wrong depart from rules (ex. the midair collision in Schweitzer land) OBS: use standard procedures if available and there is time enough s. 168 Aerodoc

11 Knowledge-based behavior No procedure has been learned decision making based on available information and experience stored in long/short-term term memory (the mental models) To deal with non-routine or unfamiliar situations/problems situations/problems (ex. when automated control fails) s. 168 Aerodoc

12 Errors of Knowledge-based behavior Incomplete or inaccurate mental models Over-confidence Lack of situational awareness Confirmation bias Frequency bias Inference in accord with wishes, hopes or desires s. 168 Aerodoc

13 The ability of the pilot to evaluate evidence and come to conclusions will, in future, be the only reason for keeping him on the flight deck. Think about it s. 169 Aerodoc

14 Remember the errors Skill based errors: Action slips Environmental capture Rule based errors: Error of commission Departure from the rules Knowledge based errors: Confirmation bias Frequency bias Over-confidence Inaccurate mental model Hope, wishes or desires. Aerodoc

15 Decision requires the evaluating of all available data in creating mental models Area of risk: Probability of an occurrence (ex. a bang during take off) Previous experience Ambiguous data Reluctant to move away from theory (confirmation bias) Expect a stimulus and prepare a response (Error of commission) Wishes, hopes and desires s. 19 Aerodoc

16 SITUATIONAL AWARENESS A major determinant of aircrew effectiveness s. 170 Aerodoc

17 Definition: (by Dominguez 1994) Continuous extraction of environmental information, integration of this What information is it? with previous knowledge to form a coherent mental picture, and the use of that picture in directing further perception and anticipating future events Note: not only external information but also internal (your own performance) Aerodoc

18 The degree of SA depends upon: Vigilance Alertness Communication Overall comprehension Briefing of the crew Own personal performance state s. 170 Aerodoc

19 Example Prepare for landing Aerodoc

20 Maintaining Situation Awareness in landing Planning and think ahead Create the plan in the landing briefing; Aircraft weight speed landing distance required Surface conditions landing distance required Wind landing distance required Readjust the plan if conditions change Change the course of action Be aware that apparently familiar situations hide change plan monitor compare Compare with the SOP Landing gates, stabilised approach, speed / ht over threshold Anticipate the next part of the plan Go Around if unstable, if missing a gate, or fast at the threshold Beware of bad habits do not deviate from the plan or SOPs Change the course of action if a rule is violated Aerodoc Situation Awareness Plan Monitor Compare

21 Acquiring Situation Awareness Important situation cues for landing are: The aircraft s s actual approach path and airspeed in comparison with the ideal flight path and the target air speed The runway conditions, friction, and the required level of braking The landing distance available for the ambient conditions, the aircraft a weight and configuration Tailwind Maintain an accurate picture of the situation, check and recheck:- Stable approach On speed & height Runway conditions Landing distance available Approach Flare Control Stop Aerodoc

22 Situation Awareness Avoiding situation assessment errors: Situation cues provide a mental model of what is happening; cues have to be sought out and understood See to understand; ; deliberately scan the situation to gain information, compare this with the expected or the normal parameters Know what to see and when to see it; ; be aware of distractions, focus attention on landing threats and opportunities for error See to understand Know what to see and when to see it Airspeed, Altitude Runway length Surface conditions Wind, Wet Do not judge the situation on just one parameter Selective Attention Aerodoc

23 Monitor information is the most prominent source of error (Study of SA in US Aviation Safety Reporting System 1995) Level 1 : 80,2 % failure to perceive information correctly correctly (difficulty detecting data, misperception, failure to monitor, memory loss) Level 2 : 16,9 % failure to comprehend the situation (errors related to the adequacy of the aircrew model) aircrew s mental Level 3 : 2,9 % failure to project the situation into future Aerodoc

24 Important factors which can interfere Situational Awareness Stress (High arousal) Boredom (Low arousal) s. 168 Aerodoc

25 Situation awareness - Stress Situation awareness MEDIUM STRESS Aerodoc STRESS

26 Performance Arousal Aerodoc

27 Important factors which can interfere with Situational Awareness Stress (High arousal) Boredom (Low arousal) Fatigue Wishes, hopes and desires Poor communications Interruptions of the thought process s. 170 Aerodoc

28 What are the cues indicating the loss of situational awareness? Aerodoc

29 Cues indicating loss of Situational Awareness Confusion Fixed concentration Hurried speech or actions Rushing checks or procedures Straying from approved procedures Taking short-cuts Mood-swings Sudden decline in flying skills Leading questions Unexplained discrepancies between instruments Unusual timing Unexpected results to action Incomprehensible small events Sensation that something feels strange I M P O R T A N T s. 170 Aerodoc

30 Not understanding the situation Pilots may fail to recognise an uncommon or deteriorating situation; ion; there are many reasons for this: The visual scene is ambiguous illusions, poor weather, not scanning instruments Unaware of runway conditions landing risks mis-assessed or underestimated Warning signs ignored - complacency, bad habit, lack of knowledge Lack of time time available underestimated, rushed decision, press on-itis No pilot intentionally chooses failure What we think the situation is: Common Uncommon The actual situation: Common Uncommon Failure to recognise the situation Hazardous Error Land when you should not Recognise a common situation Success Land when you should Aerodoc Recognise an uncommon situation Success Go Around when you should Conservative error Failure Go Around without need

31 Error Management (James Reason 1997) It is human nature to make errors (Ciccero( Ciccero) Thus error management is a vital safety device; ; the process is similar to threat management: 1. Identify situations that could lead to errors 2. Avoid these situations and circumstances that promote errors 3. Identify an error, trap the error, take corrective action, and check c effectiveness ERROR Identify Avoid Trap Safe Flight Most flying activities follow this process, many of the actions are subconscious skill based We learn from errors, from our own and from other people Error management requires conscious thought to provide: awareness and understanding. Rules enable us to avoid hazards. Procedures trap residual errors Aerodoc

32 Expecting a a situation (ex. Landing) No two landings are the same! The smallest change in conditions may overcome the plan Because one marginal landing was successful does not mean that the next attempt will be Avoid complacency, you may not be able to land and stop: Yes an accident can happen to you Do not tolerate SOP deviation: Avoid short cuts or thinking that you know better Resist pressure from above: It is OK to Go Around ERROR Identify Avoid Trap Safe Flight First be aware of your errors, then other people s errors Monitor the environment, the aircraft and crew for changes or errors in the plan Avoid hazardous error provoking situations Aerodoc

33 How to get the best Situational Awareness Most possible information Take your time if possible Consider all possible interpretations of the data Stop to take stock during action Check your hypothesis again Consider how to test your actions Remember risk of knowledge based errors (confirmation bias) Reconsider if necessary plan monitor compare Feed-back s. 170 Aerodoc

34 HOPE FOR THE BEST BUT PLAN FOR THE WORST s. 170 Aerodoc

35 Pilot judgement (Jensen 1995) Rational judgement (examination of information and assessment of the risk associated with particular courses of action) Motivation judgement (the individual's personal bias and personality preventing adoption of the most rational solutions) Aerodoc

36 Motivation Definition: (Frank Hawkins) Motivation reflects the difference between what a person can do and what he will do We are all different and each of us are driven by individual motivational forces s. 171 Aerodoc

37 The need/drive to achieve a certain goal or aspiration (goal-directed behavior) Ex. Achievement motivation (risk: aggressive impulse facing resistance) OBS A single behavior pattern may bee the result of several perhaps conflicting motives s. 171 Aerodoc

38 Motivation drive the satisfaction of human needs Physiological needs (hunger, thirst, pain, need to survive) Psychological needs (maybe opposite to physiological needs) Social needs (prestige, status) s. 171 Aerodoc

39 hunger thirst pain safety friendship love prestige status monny 10 0 situation 1 situation 2 situation 3 situation X Aerodoc

40 Model for human needs (Maslow 1943) In relation to flight safety it is important to meet the human needs s. 171 Aerodoc

41 Regarding flight safety Optimal: a mentally and physically satisfied pilot, who is confidently working as a member of a highly skilled team to achieve trouble-free and safe flight s. 171 Aerodoc

42 Influence of human needs on flight safety Goal of most airlines: Achievement of profit by carriage of pax/cargo form A to B s. 171 Aerodoc

43 Basic model of motivation Value of reward (pos/neg) Reward utility Expectation of reward Effort applied Natural abilities Intrinsic Rewards (feeling of pride) Performance achieved s. 173 Aerodoc Learned skills Extrinsic Rewards (pay)

44 How to increase Job Satisfaction (by use of motivation) Job enrichment (let you make your own decisions) Job enlargement: - Horizontal (increased number/variety of tasks) - Vertical ex. delegating tasks (control of own routine planning) ex. rostering s. 174 Aerodoc

45 Frederick Herzberg s s two factor theory of motivation (how to increase productivity, decrease absenteeism and attain smooth working relations) Motivation is a result of personal growth and is based upon an innate need to grow ( Maslow) Hygiene Theory (external factors) - Company s s policies and administration - Supervision - Working conditions and inter-personal relations - Salary, status and security Motivators (internal factors) - Achievement - Recognition for achievement - Responsibility for an enlarged task - Advancement for higher levels of tasks Both factors must take place at the same time for success s. 174 Aerodoc

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48 THE IDEAL JOB MANAGEMENT Minimum of dissatisfaction Sense of achievement Recognised achievement Advancement in - job + - organization Interesting Responsibility Providing greater FLIGHT SAFETY s. 175 Aerodoc

49 Effect on individual Provide for the basic needs of life Encourage security Provide an individual with an identity Give interest and freedom from boredom Propagate comradeship Bestow self-fulfillment fulfillment Yield job satisfaction Furnish the individual with status All aspects of Maslow s hierarchy pyramid of needs s. 175 Aerodoc

50 Effect on group Equip management to ensure that the group goals are attainable Determine whether the sub-groups achieve these goals Increase the moral of the group Accord co-operation operation both within and outside the group Motivate the group to give their very best Contribute to good human relationships within the group. s. 175 Aerodoc

51 Aerodoc Success!

52 That was all Aerodoc