Why do even experienced pilots sometimes make mistakes?
What influence does the group have on individual decisions?
What helps in aviation, medicine, industry and mountaineering when making decisions under pressure?

This course is about the pilot as such: on one hand as the main cause of incidents, on the other hand as the most important resource in preventing incidents. It is about their perception, their decision-making processes and the influence of the situation in which they find themselves. Human factors research indicates that even very capable and experienced professionals can be susceptible to distortions in perception, thinking and action in certain situations. These findings can be transferred to hang gliding and can reduce the risks.

• Historical triggers of human factors research (e.g. Tenerife air disaster in 1977, Chernobyl in 1986, Mount Everest in 1996)
• Dealing with risks in paragliding. Focus on psychology.
• 5 strategies for making decisions under time pressure and with incomplete information
• Integration of the two thought systems “analytical” and “intuitive”
• Group dynamics
• Perception traps in mountain sports (FACETS, according to McCammon)
• Decision strategy Meteo of the SHV-FSVL.
  Focus on the 3×3 strategy for hang gliding (adapted from Munter)
• Opportunities for transparent decision-making
• Opportunities of an open error culture
• Various questions for self-reflection
• Exchange in small groups and in plenary sessions

• For pilots of all levels of experience
• Suitable for student pilots

• Interest in the topic
• Openness to self-reflection

• English

• “Decision-making. Why do we put ourselves at risk?” Text by Bernhard Streicher from the magazine bergundsteigen 3/04: PDF >
• 2 personal case studies: Recall two experiences while flying (or otherwise in outdoor sports).
  • The first case study represents a “good” decision. Looking back, you can say that the decision was appropriate for the situation and reduced the risks.
    Put yourself in the moment just before you made this decision.
    How did you feel that day?
    What thoughts and feelings were you experiencing?
    What information from the environment did you perceive?
  • The second case study represents a “bad” decision. Looking back, you can say that the decision was not appropriate to the situation and increased the risks.
    It may have resulted in a near-incident or a real incident.
    Put yourself in the moment just before you made this decision.
    How did you feel that day?
    What thoughts and feelings did you experience?
    What information from the environment did you perceive?
  • The case studies are for your personal attunement.
    There will be no public exchange of ideas during the course.

• “Buy time – take a deep breath – gather information”