1. Crew Resources Management Lecture 7: Workload Management

2. Learning Outcomes At the end of this lecture, students should be able to: n Define workload and explain how to manage workload n Describe the way to maintain optimal workload by crew n Explain how to deal with distractions

3. What is workload? n Workload is the amount of work assigned to a worker in a specified time period. n We might not always have full control over total workload, but we CAN recognize its effects and take some action. n We might not always have full control over total workload, but we CAN recognize its effects and take some action. n Everyone is different in their capabilities, and capability varies with task complexity, environmental factors, and personal behaviors (self awareness, confidence, etc.). n Everyone is different in their capabilities, and capability varies with task complexity, environmental factors, and personal behaviors (self awareness, confidence, etc.).

4. Workload Classifications Workload can be categorized into three: Workload can be categorized into three: CRITICAL IMPORTANT requires immediate attention to prevent any problems. requires response as soon as possible, else it will become critical. ROUTINE encountered in normal condition, but if left unattended could become important.

5. 3 Levels of Workload

6. 1. Underload n Underload occurs at low levels of workload. n No challenge. Boredom, dissatisfaction and complacency set in. You are open for mistakes because your thinking is not focused on what really matters! How to overcome? Can overcome by increase the activities.

7. 2. Optimum Workload n Everything works great here!. n We're challenged enough to stay awake and alert. u Creative, Rational problem solving, Progress change, Satisfaction. n Need to maintain so not overburdened to the point where performance breaks down.

8. 3. Overload Overload occurs at very high levels of workload, when the individual’s workload exceeds the ability to cope well. u SLOJ (Sudden loss of judgment) u Loss Situational Awareness u Irrational Problem Solving u Poor Decision Making u Exhaustion u Illness u Low self esteem/confidence

9. Overload n Work faster, try to finish more into a shorter time frame. n Error rates may also increase. n Overall concept of flight breaks down. n Attention reduced, this can make the pilot fixates on one item. n Overload also can make the aircrew experiences stress, confusion, failure to prioritize & anger.

10. 1999, Flight AA 1420 MD-82 overran the end of the runway, and impacted approach light structures after landing at Little Rock, Arkansas Airport, 11 fatalities & injuries among the 145 passengers and crew aboard the flight.

11. Synopsis n As the aircraft approached Runway 4R, a severe thunderstorm arrived over the airport. n ATC inform the pilot that aircraft can’t landing due to poor visibility on a wet runway. n With that information, plus two wind shear reports, the approach should have been cancelled at that point. n But, the captain decided to continue his approach to Runway 4R.

12. Synopsis n During their rush to land as soon as possible, both pilots became overloaded with many important tasks. n That led to errors. They failed to activate the automatic ground spoiler system. n The pilots also failed to activate the auto braking system, to ensure the aircraft can stop on a wet runway.

13. Synopsis n After landing, the first officer stated, "We're down. We're sliding." n Neither pilot observed that the spoilers did not deploy, so there was no attempt to activate them manually. n The result was almost no braking at all, because the wings were still "flying.“ n Directional control was lost when the captain applied too much reverse thrust.

14. Synopsis n The aircraft skidded off the far end of the runway at high speed n Finally came to a stop on the banks of the Arkansas River.

15. How to recognize high workload n Uncertainty, indecision, discomfort n Diminished perception (vision, hearing, etc.) n Difficult to maintain normal performance standards n Fixation, neglect others and failing to maintain an overview; n Hesitant, confused speech

16. WORKLOAD MANAGEMENT The process of distributing work by planning, prioritizing and assigning tasks to individual crewmembers within your team.

17. Workload Management Prioritize Delegating tasks Expand available time Follow procedures

18. Workload Management n Prioritize u Prioritize and schedule tasks effectively. By understanding the priorities in your job, you can focus on important activities and minimize work on other tasks as much as possible. u This helps you get the greatest return from the work you do, and keep your workload under control. n Delegate u Delegate tasks among the crew, checks and corrects appropriately. and corrects appropriately.

19. Workload Management n Expand available time u Use time available efficiently to complete tasks. u Put off less important tasks until latter; break large tasks up into a series of smaller ones. n Follow Procedures u Follow procedures appropriately and consistently.

20. Remember.. n Avoid UNDERLOAD and OVERLOAD n Strive to operate in an OPTIMUM WORKLOAD environment to maximize your performance.