Cockpit Crises and Decision Making: Impucations for Pilot Training

Abstract

This paper presents the theoretical foundations and a description of a research study designed to examine pilots' attitudes about cockpit crises and the processes used to make decisions in crises. The findings suggest that a "high crisis perception/low urgency flow rigidity" pattern may be an optimal approach to crisis decision making. In other words, the decision maker recognizes the situation as a crisis and is motivated to act, but the low sense of urgency encourages flexibility with respect to roles, responsibility, participation, and procedures. Suggestions for both ground training and simulator instruction are offered which expand situational awareness to include the concepts of crisis and available decision time.