This is the attitude of people who frequently feel the need to do something, anything, immediately.
They do not stop to think about what they are about to do; they do not select the best alternative,
and they do the first thing that comes to mind.

Many people feel that accidents happen to others, but never to them. They know accidents can
happen, and they know that anyone can be affected. They never really feel or believe that they will
be personally involved. Pilots who think this way are more likely to take chances and increase risk.

Pilots who are always trying to prove that they are better than anyone else are thinking, "I can do it
–I'll show them." Pilots with this type of attitude will try to prove themselves by taking risks in order
to impress others. While this pattern is thought to be a male characteristic, women are equally
susceptible.

Pilots who think, "What's the use?" do not see themselves as being able to make a great deal of
difference in what happens to them. When things go well, the pilot is apt to think that it is good luck.
When things go badly, the pilot may feel that someone is out to get me, or attribute it to bad luck.
The pilot will leave the action to others, for better or worse. Sometimes, such pilots will even go
along with unreasonable requests just to be a "nice guy."

2. Impulsivity:

"Do it quickly."
3. Invulnerability:

"It won't happen to me."
4. Macho:

"I can do it."

5. Resignation:

"What's the use?"
Figure 14-6. You should examine your decisions carefully to ensure that your choices have not been influenced by a hazardous
attitude.
Taking
chances is
foolish.

Follow the
rules. They are
usually right.

It could
happen to me.

Not so fast.
Think first.

I'm not
helpless. I can
make a
difference.
HAZARDOUS ATTITUDES ANTIDOTES
Macho—Brenda often brags to her
friends about her skills as a pilot and
wants to impress them with her abilities.
During her third solo flight she decides to
take a friend for a helicopter ride.

Anti-authority—In the air she thinks "It's
great to be up here without an instructor
criticizing everything I do. His do-it-by-thebook
attitude takes all of the fun out of
flying."

Invulnerability—As she nears her friends
farm, she remembers that it is about eight
miles from the closest airport. She thinks,
"I'll land in the pasture behind the barn at
Sarah's farm. It won't be dangerous at
all... the pasture is fenced and mowed
and no animals are in the way. It's no
more dangerous than landing at a
heliport."

Impulsivity—After a short look, Brenda
initiates an approach to her friend's
pasture. Not realizing that she is landing
with a tail wind, she makes a hard landing
in the pasture and nearly hits the fence
with the tail rotor before she gets the
helicopter stopped.

Resignation—A policeman pulls up to
investigate what he believes to be an
emergency landing. As Brenda is walking
from the helicopter, she is supprised that
anyone observed her landing. Her first
thought is "if it weren't for my bad luck, this
policeman wouldn't have come along and
this would have been a great afternoon."

Figure 14-7. You must be able to identify hazardous attitudes
and apply the appropriate antidote when needed.
14-7
tified, but you must develop the skills to evaluate
whether you have the time to use a particular resource
and the impact that its use will have upon the safety of
flight. For example, the assistance of ATC may be very
useful if you are lost. However, in an emergency situation
when action needs be taken quickly, time may not
be available to contact ATC immediately.
INTERNAL RESOURCES
Internal resources are found in the cockpit during
flight. Since some of the most valuable internal
resources are ingenuity, knowledge, and skill, you can
expand cockpit resources immensely by improving
these capabilities. This can be accomplished by frequently
reviewing flight information publications, such
as the CFRs and the AIM, as well as by pursuing additional
training.
Athorough understanding of all the equipment and systems
in the aircraft is necessary to fully utilize all
　
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