>solve this particular problem.
>
>We have a longstanding longhaul Captain who has been a "rogue" for some
time
>now. He has had some interesting incidents over the years which have on two
>occasions, very nearly resulted from either a hull loss or substantial
damage.
>
>On the last incident two years ago, a substantial training program was
>implemented, which covered conflict resolution, flight deck management and
>teamwork type issues.
>
>
>
>
>You may well ask why the correct decision is not termination, but this is
>not possible due to complex industrial legislation.
>
Well is termination the correct approach to the problem? What about the
moral of the rest of the pilots group? Is your companyâs culture ready to
accept such a solution?
>If you were faced with having to put together a training program to address
>the above skills, for a 58 year old Captain, with a history of denial of
his
>own problem, inability to work well with his peers, but sufficiently smart
>to say and do the right things when training hurdles are created for him,
>where would you start?
Before attempting to address the solution of the problem ( if there is any
now·) and if we really have to eliminate the creation of a similar situation
in the near or distant future, we have to give feedback to the selection
process. The pilotâs selection process is perhaps the only opportunity we
have, as an aviation, airline, community, to leave these types of
personalities (which may work perfectly in a very competitive environment,
other than the airline) outside the loop.
Is the local legislation ready made available to you, to aid your decision?
(whatever that decision is ??)
Is the pilotâs union opposing every corrective action (and I am not bringing
up any punishment issue here·) or you have them there to aid your decisions?
and perhaps ãtalkä to the captain for the bad example, he is giving, to the
other pilots (pride·)?? Some times other channels (other than the
ãtraditionalä management- chief pilot·) of communication such as union,
friends have better impact, and results, and the outcome is unexpectedly
good.
Culture, training and ãmanagement of changeä are the some of the key issues
here and thanks to James Reasonâs, Bob Helmreichâs and Ashley Merritâs
latest books we have lots to talk about and learn from·(not to mention all
the others)
For our ãcase studyä now. I think you have already done what (within the
narrow boundaries of your dept) could be done. Training (classroom, sim.
and line) is the first, and in most cases, the only available means of
corrective action in our disposal. And you have used them all·Others, above
your managerial level, have to act now in order to··. (Others in this forum
are the experts to talk about company culture)
Good luck·
Capt. Elias Nikolaidis
Olympic Airways