WORKLOAD MANAGEMENT

Effective workload management ensures that essential operations are accomplished by planning, prioritizing, and sequencing tasks to avoid work overload. As experience is gained, a pilot learns to recognize future workload requirements and can prepare for high workload periods during times of low workload. Reviewing the appropriate chart and setting radio frequencies well in advance of when they are needed helps reduce workload as the flight nears the airport. In addition, a pilot should listen to ATIS, ASOS, or AWOS, if available, and then monitor the tower frequency or CTAF to get a good idea of what traffic conditions to expect. Checklists should be performed well in advance so there is time to focus on traffic and ATC instructions. These procedures are especially important prior to entering a high-density traffic area, such as Class B airspace.

To manage workload, items should be prioritized. During any situation, and especially in an emergency, remember the phrase "aviate, navigate, and communicate." This means that the first thing the pilot should do is to make sure the airplane is under control. Then begin flying to an acceptable landing area. Only after the first two items are assured should the pilot try to communicate with anyone.

Another important part of managing workload is recognizing a work overload situation. The first effect of high workload is that the pilot begins to work faster. As workload increases, attention cannot be devoted to several tasks at one time, and the pilot may begin to focus on one item. When a pilot becomes task saturated, there is no awareness of inputs from various sources, so decisions may be made on incomplete information, and the possibility of error increases.

When becoming overloaded, stop, think, slow down, and prioritize. It is important to understand options that may be available to decrease workload. For example, tasks such as locating an item on a chart or setting a radio frequency may be delegated to another pilot or passenger; an autopilot, if available, may be used; or ATC may be enlisted to provide assistance.

USE OF RESOURCES

To make informed decisions during flight operations, a pilot must become aware of the resources found both inside and outside the cockpit. Since useful tools and sources of information may not always be readily apparent, learning to recognize these resources is an essential part of ADM training. Resources must not only be identified, but a pilot must develop the skills to evaluate whether there is time to use a particular resource and the impact that its use will have upon the safety of flight. For example, the assistance of air traffic control (ATC) may be very useful if a pilot becomes 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, a pilot 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 Aeronautical Information Manual (AIM), as well as by pursuing additional training.

A thorough understanding of all the equipment and systems in the airplane is necessary to fully utilize all resources. For example, advanced navigation and autopilot systems are valuable resources. However, if pilots do not fully understand how to use this equipment, or they rely on it so much that they become complacent, it can become a detriment to safe flight.

Checklists are essential cockpit resources for verifying that the airplane instruments and systems are checked, set, and operating properly, as well as ensuring that the proper procedures are performed if there is a system malfunction or in-flight emergency. In addition, the Airplane Flight Manual/Pilot's  Operating Handbook (AFM/POH), which is required to be carried on board the airplane, is essential for accurate flight planning and for resolving in-flight equipment malfunctions.

Other valuable cockpit resources include current aeronautical charts and publications, such as the Airport/Facility Directory.

Passengers can also be a valuable resource. Passengers can help watch for traffic and may be able to provide information in an irregular situation, especially if they are familiar with flying. A strange smell or sound may alert a passenger to a potential problem. Apilot in command should brief passengers before the flight to make sure that they are comfortable voicing any concerns.

EXTERNAL RESOURCES
Possibly the greatest external resources during flight are air traffic controllers and flight service specialists. ATC can help decrease pilot workload by providing traffic advisories, radar vectors, and assistance in emergency situations. Flight service stations can provide updates on weather, answer questions about airport conditions, and may offer direction-finding assistance. The services provided by ATC can be invaluable in enabling a pilot to make informed in-flight decisions.

I'M SAFE CHECKLIST AND THE FIVE HAZARDOUS ATTITUDES

I'M SAFE CHECKLIST
Illness—Do I have any symptoms?
Medication—Have I been taking prescription or over-the-counter drugs?
Stress—Am I under psychological pressure from the job? Worried about financial matters, health problems, or family discord?
Fatigue—Am I tired and not adequately rested?
Eating—Am I adequately nourished?
Alcohol—Have I been drinking within 8 hours? Within 24 hours?

THE FIVE HAZARDOUS ATTITUDES
1. Anti-Authority:
"Don't tell me."
This attitude is found in people who do not like anyone telling them what to do. In a sense, they are saying, "No one can tell me what to do." They may be resentful of having someone tell them what to do, or may regard rules, regulations, and procedures as silly or unnecessary. However, it is always your prerogative to question authority if you feel it is in error.

2. Impulsively:
"Do it quickly."
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.

3. Invulnerability:
"It won't happen to me."
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.


4. Macho:
"I can do it."
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.

5. Resignation:
"What's the use?"
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."