Presented to: By: Date: AIRWORTHINESS Positive Safety Culture-Human Factors R-1 Communications for Aviation Mechanics

Presented to:

By:

Date:

AIRWORTHINESS

Positive Safety Culture-Human FactorsR-1Communications for

Aviation Mechanics

2Communications for Aviation Mechanics

Objective

• Provide information about the communication process.

• Increase awareness of various communication methods and styles.

• Provide ways mechanics can improve their communications.

• Provide ways to overcome common communication barriers.


Is Communication Important ?

• ““Dirty Dozen” Human Factors:Dirty Dozen” Human Factors:

• Lack of Communication• Complacency• Lack of Knowledge• Distraction• Lack of Teamwork• Fatigue

• Lack of Resources• Pressure• Lack of Assertiveness• Stress• Lack of Awareness• Norms



• ““Dirty Dozen” Human Factors:Dirty Dozen” Human Factors:

• Lack of Communication - 3• Complacency - 1• Lack of Knowledge - 4• Distraction - 5• Lack of Teamwork - 3• Fatigue - 1

• Lack of Resources - 3• Pressure - 4• Lack of Assertiveness - 3• Stress - 5• Lack of Awareness - 4• Norms - 2

38 references to the need for communications.

AVS Enterprise

Pete - Don't understand this slide. This is the first reference to Safety Nets. Don't understand the numbers associated with the Dirty Dozen and it is not explained well in the notes.



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What is the purpose of Communication ?


Purposes for communications

• ProfessionalProfessional• Non-essentialNon-essential• CulturalCultural• ConfrontationalConfrontational• Pre and Post briefingPre and Post briefing• InstructionalInstructional• SocialSocial

• AdversarialAdversarial• SupportiveSupportive• InquiryInquiry• ComfortComfort• Capture AttentionCapture Attention• InstitutionalInstitutional• EntertainmentEntertainment

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What Types Communication

exist ?


Types of Communication

• WrittenWritten• OralOral• Body LanguageBody Language• Hand signalsHand signals• ElectronicElectronic• Tactile FeedbackTactile Feedback• Facial expressionsFacial expressions


What is Communication ?

A A processprocess by which by which informationinformation is is exchangedexchanged between individuals through a common between individuals through a common systemsystem of of symbols, signs, or behaviorsymbols, signs, or behavior..

Webster’s Ninth New Collegiate Dictionary

•Key Words:

• Process

• Information exchange

• System

• Symbols – signs – behavior

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Five Elements of Communication ?

The Pieces


Process Elements …

• Need for communicationNeed for communication

• Sender to encode and transmitSender to encode and transmit

• Receiver to obtain and decode Receiver to obtain and decode

• Feedback to check accuracyFeedback to check accuracy

• Barriers - make this difficultBarriers - make this difficult– Internal and externalInternal and external


The Communication Process

FEEDBACK

NEED SENDER RECEIVER

Internal and External Barriers

External Barriers

Internal Barriers

Operational Goal

FEEDBACK

Content

Encode

Deliver

Decode

Analyze

Interpret

Five Elements

Send


Need …

• Motivated - Triggered by a thought, idea or event.

– conscious recognition of stimulus– internal or external


Sender …

• Perceives the need for communication

• Encodes the message

• Transmits the message

• Requires feedback

• Evaluates feedback– Confirms or adjusts message as necessary


Receiver …

• Collects the message

• Decodes the message– context– delivery method– content

• Must overcome barriers

• Provides feedback


Feedback …

• Assurance the message arrived

• Sender must insist on feedback

• Receiver must provide feedback

• Sender must utilize feedback to assure accuracy


Indefinite Feedback …

• Less than clear acknowledgement that the Receiver understands the communication:

• Feedback responses like:– Yes– Maybe– We’ll see– Should ….– … Head Nod …


“THE GREAT DIVIDE”

“I know you thought you understood what I said

…. BUT WHAT BOTHERS ME ….

is that what you heard is not what I meant”Anonymous


Barriers – Internal ….

• Selective listening• Perceptions• Difference in life experience between sender

and receiver• Prejudices• Biases• “Context shift”



• Tuning out communication

• Filtering communication



• Training improves communication

• Prior experience can affect communications


Barriers – Context Shift

Message to be Sent Context Window (Filter)

Sender Experience

Wrong Message Sent

Context Shift

Message sent based on Sender Experience may be perceived differently by Receiver due to experience differences: Context shift.

Need Perceived

Encoding Selected

Transmission Method Chosen

Need Incorrect

Encoding Incorrect

Transmission Method Wrong


Barriers – Context Shift

Message Received Context Window (Filter)

Receiver Experience

Perceived Message

Context Shift

Message Received based on Receiver Experience may be skewed by variations in Receiver experience: Context shift.

Need Incorrectly Interpreted

Decoding Incorrect

Transmission Method Unexpected


• Noise• Lighting• Intercom• Telephone• Room Temperature• Random Noise• Crowded hangar

Barriers – External ….

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Behavior and Style for

Communications

The Methods


Behavior and Communication

• How we perceive others

• How others perceive ourselves

• Communicate with others the way we want others to communicate with us

• “By their fruit, you shall know them”Famous scholar – 2000 years ago


Style vs Attitude …

AN INDIVIDUAL’S PREVAILING TENDENCY TO RESPOND FAVORABLY

OR UNFAVORABLY TO AN OBJECT, PERSON, OR GROUP OF PEOPLE, EVENT

OR SITUATION


Test your style …

• Rate yourself on a scale 1 to 10Rate yourself on a scale 1 to 10– -5 = I am and “Extremely Formal” person– +5 = Formality is not important to me– This is your “X axis Rating” (self perceived)


Test your style …

• Rate yourself on a scale 1 to 10Rate yourself on a scale 1 to 10– -5 = I am and “Extremely Formal” person– +5 = Formality is not important to me– This is your “X axis Rating” (self perceived)

• Rate yourself on a scale of 1 to 10Rate yourself on a scale of 1 to 10– +5 = I am very concerned about relationships– -5 = My job and the company come first– This is your “Y axis Rating” (self perceived)

Plot communication style …

Self Perception

-5 -4 -3 -2 -1

-5

-4

-3

-2

-1

+1

+2

+3

+4

+5

+1 +2 +3 +4 +5

Formal Informal

Relationships

Business


BREAK - ASSIGNMENT

MUST COME BACK IN 10 MINUTESWatch this screen for timer

DO THE COMPLETE ASSIGNMENTTwo part assignment (includes math)

BE READY TO ASSESS YOUR

COMMUNICATION STYLE


Break Assignment …

• Ask 5 people* to rate you on a scale 1 to 10– -5 = I am and “Extremely Formal” person– +5 = Formality is not important to me– Average these 5 numbers– This is your “X axis Rating” (group perceived)

• Ask 5 people* to rate you on a scale of 1 to 10– +5 = I am very concerned about relationships– -5 = My job and the company come first– Average these 5 numbers– This is your “Y axis Rating” (group perceived)

* 10 people who you don’t know

Maximum 10 minutes to do this

GO

https://avssharepoint.faa.gov/afs/8/wprfaast/Shared%20Documents/International%20Mx%20Seminar%20Presentations/10%20minute%20Timer.ppt


Self Perception

-5 -4 -3 -2 -1

-5

-4

-3

-2

-1

+1

+2

+3

+4

+5

+1 +2 +3 +4 +5

Formal Informal

Relationships

Business


Self Perception

Peer Perception

-5 -4 -3 -2 -1

-5

-4

-3

-2

-1

+1

+2

+3

+4

+5

+1 +2 +3 +4 +5

Formal Informal

Relationships

Business

Supporter

Formal Informal

Relationships

Business

Supporter• Family First !!

• Helpful to others

• Martyrs

• Good Friends

Supporter

Promoter

Formal Informal

Relationships

Business

• Original thinker

• Quick starter

• Poor Follow through

• Great Socializer



• Martyrs

• Good Friends

Supporter

Promoter

Controller

Formal Informal

Relationships

Business


• Quick starter





• Martyrs

• Good Friends

Controller• Business First !!

• Just needs facts

• Quick Decision maker

• Social Positioning

Supporter

Promoter

Controller Analyzer

Formal Informal

Relationships

Business


• Quick starter



Analyzer• Deep thinker

• Requires lots of data

• Slow to react

• Great Decisions



• Martyrs

• Good Friends

Controller• Business First !!

• Just needs facts

• Quick Decision maker

• Social Positioning

Subheadings …

Formal Informal

Relationships

Business

SS

ASCS

PSPP

CP

SP

AP

PC SC

CC AC

Controller

Promoter Supporter

Analyzer

AA

SA

CA

PA

S-C Communication …

Formal Informal

Relationships

Business

Controller

Promoter Supporter

Analyzer

P-A Communication …

Formal Informal

Relationships

Business

Controller

Promoter Supporter

Analyzer

P-S Communication …

Formal Informal

Relationships

Business

Controller

Promoter Supporter

Analyzer

C-A Communication …

Formal Informal

Relationships

Business

Controller

Promoter Supporter

Analyzer

P-C Communication …

Formal Informal

Relationships

Business

Controller

Promoter Supporter

Analyzer

S-A Communication …

Formal Informal

Relationships

Business

Controller

Promoter Supporter

Analyzer

Presented to:

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Date:

How to Effectively Communicate

The How

Everybody wants to talk,

Few want to think,

And nobody wants to listen.


How much of each skill?

“See The Ratio?”

One Brain

One Mouth

Two Eyes

Two Ears

Two Hands


Listening Skills …

After 24 hours the average persons understands and After 24 hours the average persons understands and retains only 50% of a conversationretains only 50% of a conversation

After 48 hours – 25% retentionAfter 48 hours – 25% retention

American Society of Training Development


Improving Listening Skills …

• PREPARATIONPREPARATION

• TAKING NOTESTAKING NOTES

• OBSERVATIONOBSERVATION

• FEEDBACK, REPEATING, PARAPHRASINGFEEDBACK, REPEATING, PARAPHRASING

• REMOVE DISTRACTIONSREMOVE DISTRACTIONS
















Two Types of Send-Receive …

• VerbalVerbal

• Non-VerbalNon-Verbal– 58% of a message is interpreted through body 58% of a message is interpreted through body

languagelanguage


Verbal Communication …

• ToneTone

• VolumeVolume

• SpeedSpeed

• ClarityClarity

• TerminologyTerminology

• ConcisenessConciseness



• ToneTone

• VolumeVolume

• SpeedSpeed

• ClarityClarity





• ToneTone

• VolumeVolume

• SpeedSpeed

• ClarityClarity





• ToneTone

• VolumeVolume

• SpeedSpeed

• ClarityClarity





• ToneTone

• VolumeVolume

• SpeedSpeed

• ClarityClarity





• ToneTone

• VolumeVolume

• SpeedSpeed

• ClarityClarity




Non-Verbal Communication …

• Eye ContactEye Contact

• Hand GesturesHand Gestures

• Facial ExpressionFacial Expression

• Body LanguageBody Language


























Improve Situational Awareness …

• Situational Awareness Tools:Situational Awareness Tools:

– Inquiry

– Advocacy

– Assertiveness


INQUIRY:

• The act of seeking truth, Information or The act of seeking truth, Information or knowledge about something.knowledge about something.

• Simply asking questions.Simply asking questions.


INQUIRY TIPS ….

• Questions should be carefully directedQuestions should be carefully directed• Questions should be clear and conciseQuestions should be clear and concise• Questions should relate concerns accuratelyQuestions should relate concerns accurately• Require feedbackRequire feedback• Do not be condescendingDo not be condescending

• Always keep an open mind.Always keep an open mind.• Draw conclusions from valid informationDraw conclusions from valid information


ADVOCACY:

• To be an advocate is to encourage, advance forward, and to support.

• Helps increase the SA of others by providing instruction Guidance or Information

• Advocacy through inquiry is very common


ADVOCACY TIPS ….

• Explain why you are asking a question or Explain why you are asking a question or providing adviceproviding advice

• Suggest solutions with your questionsSuggest solutions with your questions• Be persistentBe persistent• Be timely. Be timely. • Listen carefullyListen carefully• Keep an open mind.Keep an open mind.


ASSERTIVENESS:

The ability to stand up for what is right without creating a stressful work environment.


ASSERTIVENESS TIPS ….

• State your position; show a need.State your position; show a need.• Provide solutions through inquiryProvide solutions through inquiry• Be persistentBe persistent• Carefully select the time to be assertiveCarefully select the time to be assertive• Listen carefully – show respectListen carefully – show respect• Keep an open mindKeep an open mind• Combine assertiveness with participationCombine assertiveness with participation

Presented to:

By:

Date:

Review of:

PurposeObjectives


Objectives …

• Introduce the need for better communications in maintenance

• Introduce the five elements of good communication

• Introduce communication style assessment

• Discuss ways to effectively communicate


The Challenge …

• Go back to your shop with a new attitude toward communications

• Assess the communication styles of your co-workers

• Assess communication effectiveness throughout your organization

• Increase communication awareness and effectiveness


Something to ponder …

“The greatest problem in communication is …

the illusion that it has been accomplished.”

George Bernard Shaw


Additional Information:

• www.faasafety.govwww.faasafety.gov

• AMT Awards ProgramAMT Awards Program

• General Aviation Award ProgramGeneral Aviation Award Program

• Give us feedbackGive us feedback


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