This page contains a Flash digital edition of a book.
2. Tell mechanic Dean to avoid mechanic Lionel. See Option No. 1 above.


3. Tell mechanic Lionel to not talk as much. You run the risk of Vernon taking your comment very personally and, in this emotional anger/hurt, he might believe that he is not welcome in the hangar. As a result, his behaviors might take a 180-degree turn and he will be very quiet.


4. Invite mechanic Lionel to talk about the most recent meeting. Get his feedback on why it ran longer than scheduled and what could be done to ensure the next meeting ends on time. Steer the conversation toward his participation and address it gently. The goal is to have him realize how much he talked, and to determine if it all the information was relevant at that time or could be shared later. Explore alternatives such as having an ‘informational minute’ where he could speak on something relevant, or for him to write a short article to be posted or otherwise distributed. The important element in all these situations is to


not aggravate or placate the person with the offending or inappropriate behavior. The longer you allow these behaviors to continue, the more energy (mental and emotional) it takes for you and your crew to manage your own reactions. Your energy does not regenerate after the person walks away. You can continue to think about it and react. These thoughts and actions can be contributing factors to safety lapses and these can lead to accidents. Remember: generally speaking, we feel more comfortable talking about objects, facts, data and tangible items. We approach situations armed with our logic and reasoning, based on our experience and our written documentation. Handling people-to-people interactions is (initially) more time consuming and energy draining than dealing with physical items. By using the above techniques, you will create a secure environment in which your crew can acknowledge and respect one another’s views, collaborate and work as a high-performing team, and minimize safety lapses that can so easily and unknowingly occur.


Raising personal awareness of potentially disruptive or unsafe behaviors before they occur are the focus of Dr. Shari Frisinger’s programs. Her human factors and TEM behavioral programs give her clients the tools to influence, empower and motivate which eases conflict, enhances safety and elevates


service. Dr. Shari Frisinger is President of CornerStone Strategies LLC, and her doctoral dissertation linked crisis handling with interpersonal situational awareness. She is a member of NBAA’s Safety Committee, an NBAA PDP provider and an adjunct faculty member facilitating leadership courses. She has presented CRM/HF to numerous flight departments and aviation companies. Her upcoming WATS presentation is on “Countering the Effects of Interpersonal Emotional Contamination” For more information, visit www.ShariFrisinger.com or call 281.992.4136.


How does Duncan Aviation manage complex aircraft service projects to ensure they stay on time and on budget? With dedicated project managers.


Communication—it seems so simple, yet a minor misunderstanding can account for a plethora of mistakes and hours or days of wasted time, especially in business aviation where the domino effect has serious repercussions.


For the rest of the story visit www.DuncanAviation.aero/ experience/tracy.php.


Experience. Unlike any other. +1 402.475.2611 | 800.228.4277 05 2014 27


DOMmagazine.com


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64