Decision Making: Analytical, Quicker, and Intuitive Approaches
This focuses on decision-making processes, particularly within the context of aviation. It categorizes decisions along a continuum, ranging from effortful analytical decisions to quick, intuitive ones and those using unconscious shortcuts. The document elaborates on the characteristics, applications, and challenges of analytical decision-making, including the use and limitations of decision aids and the importance of reviewing decisions. It then explores quicker decision mechanisms like biases and heuristics, acknowledging their efficiency but also their potential for error, before discussing very fast, recognition-primed intuitive decisions and their basis in expertise. Throughout, the text emphasizes the practical application of these theories for training and assessment, encouraging a nuanced understanding of real-world decision-making beyond idealized models.
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1:01:46
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1:01:46
Vigilance and Monitoring in Aviation Operations*NEW
The text discusses vigilance and monitoring in aviation, particularly in relation to pilots and automated systems.It defines vigilance as sustained attention to detect irregularities and explains the concept of vigilance decrement, where performance declines over time due to cognitive load—not boredom or fatigue alone.Monitoring is described as the practical act of gathering information to maintain situational awareness. Although the terms are often used interchangeably, they are recognized as distinct.The text highlights how even experienced pilots experience a decline in monitoring, especially when autopilot is engaged. It emphasizes that training cannot eliminate this natural phenomenon but can help pilots understand and mitigate its effects, including the importance of task-sharing to maintain attention.
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35:42
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35:42
Flight Crew Vigilance and Monitoring
The document discusses alertness and monitoring in the context of aviation and defines alertness as sustained attention to detect unusual events, especially in relation to automated systems. It highlights that alertness declines significantly over time—known as vigilance decrement—even within 15 minutes, and that this is not due to boredom but rather high workload, frustration, and stress. The document distinguishes between alertness (general awareness) and monitoring (gathering and interpreting information), noting that monitoring can deteriorate independently of alertness decline. It emphasizes that training can teach pilots to understand vigilance decrement but cannot eliminate it, and suggests training exercises that focus on risks, solutions, and discussion rather than dictating what pilots should monitor. Finally, it notes that monitoring performance is closely linked to workload and situational awareness, making the latter difficult to assess based solely on observation of monitoring.
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6:39
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6:39
Pilot Cognition: Processing, Perception, and Attention
This document describes information processing in the brain, from sensation and perception to conscious and unconscious processing, reaction, and feedback. It also discusses perception in more detail, including how we perceive the world and the potential illusions that may arise, especially in relation to flying. Finally, the text addresses attention and its limitations, as well as how attention, perception, and information processing relate to pilot competencies and flight safety, including situation awareness, decision-making, and workload management. The text provides a theoretical basis for more applied chapters.
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7:30
Aeronautical Team Decision-Making: FOR-DEC and Beyond
The text examines the importance of structured decision-making processes in aviation, with a particular focus on the FOR-DEC model, which was developed by Lufthansa and the German Aerospace Center. The article highlights how inconsistent decision-making has been a contributing factor in aviation accidents, and how models like FOR-DEC help crews make better choices in complex situations where no predetermined procedures exist. Through a small survey among pilots and a workshop with experts, the authors discuss the advantages and disadvantages of FOR-DEC, including the need to integrate experience and to more clearly define when the tool is most effective. New versions of the model, PRO FOR!DEC and FOReDEC, are proposed to address these criticisms and to enhance team involvement and consideration before and during the decision-making process.
Denmark