noncompliance, or PINC. Life is full of these instances.
I’m not the first to write about PINC. In
fact, I’ve written about the topic before (see “PINC Awareness: Don’t Rationalize Skipping Steps,” Spring 2018 ROTOR). Procedural intentional noncompliance is something we’ve all been doing since we became aviation professionals. Some famil- iar examples: disregarding your aircraft operator’s manual, ignoring federal aviation rules, skimping on maintenance proce- dures, flying when the weather doesn’t meet your personal or company mini- mums. I could go on.
Why Do We Shoot Ourselves in the Foot?
What causes us to take a walk on the wild side of aviation and commit PINC? A high probability of success? The absence of peer pressure or reaction? Complacency? All of these (and other reasons)?
What’s been determined through count-
less studies and evaluations of “accidents” is that the majority of PINC-related crashes have occurred at the hands of veteran pilots and mechanics—people who’ve been doing the work they specialize in for many years, even decades. Yet, they take it upon themselves to evaluate the risk and then hope the result will be worth the action they took. They do this knowing they’re violating
an important safety regulation or guideline. It could be an FAA rule, a company SOP or GOM, a best practice, or maybe even the wise counsel of a colleague. To avoid promoting an environment where PINC can flourish, plant a culture where your pilots, mechanics, and manag- ers aren’t afraid to speak up—to manage- ment or to one another. Give your maintenance personnel the tools, time, and proper work environment to deliver a safe aircraft and perform their
work correctly, consistently. It takes self-discipline to operate an air-
craft in a single-pilot role and always com- ply with safe rules and procedures. So give your pilots the ability to operate within the scope of rules and procedures and, most importantly, within their own comfort level. And don’t forget your managers. They
deserve the ability to meet expectations; don’t give them situations in which the only way they can do so is by violating rules or guidance that’s in place to protect them and your business. When I was new to flying air ambulance helicopters, my base lead pilot gave me the best advice, telling me all I needed to know about risk management. “Your No. 1 job is to protect our certifi-
cate,” he said. With that sage piece of advice, I knew we weren’t going to know- ingly violate measures put into place to keep us safe. Fugere tutum!
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