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human body is not multi-tasking,
and to keep track of what's going on
it's necessary to split your attention
for a short period between
everything; typically a split second at
a time – although decision making is
a process involving several steps,
things happen simultaneously, so it's
important not to get fixated on one
thing at the expense of another,
which is typically what happens
when flying in bad weather
(remember the 1011). Gather all the
information you can in the time
available or, better still, get in the
habit of updating information you're
likely to need in an emergency as the
flight progresses.
In flight, you take on the role of an
information processor – in this, you
has a unique talent, in that a decision
can be made without all the relevant
information. If you were to ask a
computer to choose between a clock
that was gaining five minutes a day,
and one that had stopped
completely, it would probably
choose the one that had stopped,
because it was accurate twice a day,
as opposed to once every 60 days or
so. The point is that machines
cannot discriminate, and they need
232 JAR Private Pilot Studies
all irrelevant information, which is
good if you just want them to report
facts, as with instruments, but not if
you want them to make decisions.
In fact, the steps are to:
·  Gather relevant information –
using your senses (which may
be wrong)
·  Process it – keeping situational
awareness (i.e. keep the big
picture going and don't get
fixated)
·  Make a decision – but other
factors may affect its quality
·  Act on that decision – although
other factors may affect your
ability to implement it
The above steps are not rigid, but
may be merged or even repeated
during a situation. It can be made
quicker if some experience has
already been gained, hence the value
of training. You gather information
through the senses, but these don't
always tell the truth, a subject we will
look at later (of course, the
information itself may be wrong).
Information Processing
Physical stimuli, such as sound and
sight, are received and interpreted by
the brain. Perception at this point
means converting that information
into something meaningful, or
realising that it's relevant to what
you're doing. What comes out
depends on past experience of those
events, your expectations, and
whether you're able to cope with the
information at that time. Good
examples are radio transmissions
from ATC, which you can
understand, even if you can't hear
them properly, because you expect
certain items to be included, and you
know from experience that they're
bad anyway. The danger, of course,
is that you may hear what you want
to hear and not what is actually sent!
(see Communication, below). We can
only do this one item at a time,
however.
Each decision you make eliminates
the choice of another so, once you
make a poor one, a chain of them
usually follows. In fact, a decisionmaking
chain can often be traced
back up to and over fifty years,
depending on whether the original
cause was a design flaw. Another
factor is the data itself; if it’s
incomplete, or altered through some
emotional process, you can't base a
proper decision on it. So:
·  Don't make a decision unless
you have to (saves restricting
choices).
·  Keep it under review once
you've made it.
·  No decision can be a decision
(but watch for indecision).
Most important, though, is to be
prepared to change a decision! (the
Captain in the Dryden Accident
should not have rotated twice).
Of course, by definition, the nature
of most incidents means that there is
no time for proper evaluation, and
you have to fall back on instinct,
experience or training (see Learning,
below).
The rate of information processing is
very vulnerable to fatigue and stress,
and the most demands are made at
the beginning and ends of a flight –
the latter when you are most tired (in
Human Factors 233
fact, your heart rate is most just after
landing).
There are two decision-making
processes that affect us, both of
which really speak for themselves –
ample-time and time-critical.
Ample-Time Decision Making
You start with the awareness of a
　
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