In 1978
when I entered the airline industry, the preflight routine of a B727 crew was
to turn on the window heat, “No Smoking” and “Fasten Seatbelt” signs and set
the parking brake. Now the first and
most important step in a lengthy preflight routine is to establish a data link
connection between the aircraft and all the digital networks that the aircraft
and crew must communicate with.
The
airplanes are now “fly by wire”. There
is no longer a mechanical link between pilot and airliner. Digital signals are sent from the pilot to
the airplane via computer-generated commands to the flight controls.
Denver International Airport, one of the most modern airports in the USA, finally opened in 1995. It was delayed for most of a year and was the epitome of construction debacles when the automated baggage system that United Airlines had specified could not be debugged. The system was eventually abandoned in favor of the traditional “tug and cart” method of getting baggage to and from the airplanes.
Bar code readers now keep track of luggage and link each bag to the customer, their location and all their personal and travel info. This information is instantly available throughout the airline including the dispatchers who are responsible for loading the aircraft.
Inflight
entertainment has certainly benefited from the digital revolution. When airlines first introduced the amenity, it
was essentially home movie technology. A
single movie was shown on a film projector and a screen with audio heard
through plastic tubes stuck in your ear.
Now virtually hundreds of video and audio selections are available and noise-canceling
headphones allow passengers to actually hear what they are listening to.
In
addition to all the operational improvements that digital technology has made
possible, there are many benefits to flight safety. Possibly the greatest of these is the
collection, examination and distribution of data that helps operators and
pilots improve human performance. Data
obtained from digital recorders on board modern airliners as well as observed
data help pilots fly safer. Pilots can
look at their own experiences and as well as the experiences of others and use
that information to avoid threats and errors more effectively. The ability to collect, store and widely
distribute (after de-identification) this information has dramatically improved
flight safety. This would have been
totally impractical before the advent of digital information management.
Despite
all of the improvements in the airline industry that have been made by digital
information there is one unintended threat.
As a result of the merger of United and Continental Airlines there is currently
an arbitration to resolve the outstanding issues involving the seniority
integration of the pilots of these two airlines. The arbitration hearings are legal
proceedings and therefore are conducted with and by legal counsel. Evidence is presented and the three-member
panel will render its decision. Like any
other proceeding of this type it is open to the public and the testimony is
recorded in a written transcript.
Airline
pilots’ seniority controls everything about his or her career from pay to
vacation to scheduling. The result of
the seniority arbitration will control the rest of their career. The result of this arbitration, by rule and
agreement of the parties, will be final, binding and cannot be challenged. There is a lot riding on the outcome of the
panels ruling. Each side, individually
and collectively, is VERY emotionally invested in the outcome. It can be summed up by this quip. The difference between a 3 year old throwing
a tantrum over candy at the grocery store and a pilot who is unhappy with their
outcome in a seniority arbitration is that the 3 year old actually has a slight
chance of getting what he wants.
Each
side of the arbitration, consisting of the pilots of their former company and
their attorneys will present evidence supporting why their version of the order
of the pilots in the combined list should be adopted. Each side will present witnesses and evidence
to defend their position. As a result,
some of the testimony will contain potentially inflammatory rhetoric.
Much
like a couple that is dissolving their marriage, the two pilots groups are in
court because they could not come to an agreement on their own. Also, not unlike a couple going through a
divorce, the attorneys will try to represent their respective clients as
vigorously as possible. In both proceedings, divorce and seniority
arbitration, the parties must listen to the attorneys point out an unflattering
and negative description of the other party’s case. This can be extremely uncomfortable to listen
to and almost impossible to view objectively.
The profound difference with the seniority list arbitration in contrast to
the divorce is, when it’s all over, after everything has been said, when the
decision is handed down, the parties have to move in together and try to make
their relationship work. This will be a
huge challenge.
This is
where the digital transmission of large amounts of printed data has impacted the
seniority integration process. Unlike
years ago when attendance was required to hear the case in real time, now the
entire transcript, the good, the bad and the ugly, is available in almost real
time to the pilots. It’s not necessary
to attend the hearings to know everything that is said. The classic sausage metaphor is applicable
here, “something that is better not watched while it is being made.” Also, “after it’s cooked, having watched the
sausage being made, or reading the list of ingredients, will not improve the
taste.” However, to ask pilots not to
read the transcript is like asking people not to look at photos of a gruesome
accident. It might be prudent, but most humans
are not that disciplined.
What
would be some strategies to prepare for this threat? How can the threat of an emotional reaction
be managed? What could be the
consequences of this threat is not effectively managed?
The SLI
(seniority list integration) distraction is a threat that must first be
identified and then managed by both the airline and the pilots. There must be strategy to prepare for the angst
that will develop from this emotional process.
Just as effective pilots do when they are faced with an operational
threat, the airline and the pilots must identify and prepare for this emotional
threat. Every pilot from both sides must
use all the resources available to them to avoid the possible errors that might
result from this distraction. The
primary and most effective resource any crew has is their professionalism and
commitment to a safe operation. Additionally,
the airline cannot rely solely on their crews to manage the threat. They must actively provide resources and support. Success will not be easy, but the benefits
will be worth the effort.
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