Airline Crew Quotes

I avoid traveling on budget airlines.

This is your captain speaking," Kazaklis said brightly. "On behalf of Strangelove Airlines and your flight crew I'd like to welcome you aboard our Stratocruiser flight to Irkutsk...

Taking a trip with the Air Force Special Operations Wing folks is not like a flight on a normal airliner. For one thing, passengers and crew are all armed to the teeth. The seating is awful, the noise is incredible, and there is no movie. Your stewardess is likely to be a guy wearing a shoulder holster, and he will not bring you a pillow.

crews, added to the unfolding chaos around Washington. It’s possible—perhaps even likely, given a study of the morning’s timeline—that reports of the Doomsday plane over the capital are what triggered concerns to evacuate the White House and activate COG procedures. NEACP’s takeoff just six minutes after American Airlines Flight 77 hit the Pentagon injected confusion

It's amazing how people define roles for themselves and put handcuffs on their experience and are constantly surprised by the things a roulette universe spins at them. Here am I, they say, a mere wholesale fishmonger, at the controls of a giant airliner because as it turns out all the crew had the Coronation Chicken. Who'd have thought it? Here am I, a housewife who merely went out this morning to bank the proceeds of the Playgroup Association's Car Boot Sale, on the run with one million in stolen cash and a rather handsome man from the Battery Chickens' Liberation Organization. Amazing! Here am I, a perfectly ordinary hockey player, suddenly realizing I'm the Son of God with five hundred devoted followers in a nice little commune in Empowerment, Southern California. Who'd have thought it?

All airplanes must carry two black boxes, one of which records instructions sent to all on-board electronic systems. The other is a cockpit voice recorder, enabling investigators to get into the minds of the pilots in the moments leading up to an accident. Instead of concealing failure, or skirting around it, aviation has a system where failure is data rich. In the event of an accident, investigators, who are independent of the airlines, the pilots’ union, and the regulators, are given full rein to explore the wreckage and to interrogate all other evidence. Mistakes are not stigmatized, but regarded as learning opportunities. The interested parties are given every reason to cooperate, since the evidence compiled by the accident investigation branch is inadmissible in court proceedings. This increases the likelihood of full disclosure. In the aftermath of the investigation the report is made available to everyone. Airlines have a legal responsibility to implement the recommendations. Every pilot in the world has free access to the data. This practice enables everyone—rather than just a single crew, or a single airline, or a single nation—to learn from the mistake. This turbocharges the power of learning. As Eleanor Roosevelt put it: “Learn from the mistakes of others. You can’t live long enough to make them all yourself.” And it is not just accidents that drive learning; so, too, do “small” errors. When pilots experience a near miss with another aircraft, or have been flying at the wrong altitude, they file a report. Providing that it is submitted within ten days, pilots enjoy immunity. Many planes are also fitted with data systems that automatically send reports when parameters have been exceeded. Once again, these reports are de-identified by the time they proceed through the report sequence.*

Frequently the CIA was blamed, and perhaps justifiably so, for what partisan individuals did as part of the anti-Castro movement. The bombing of Cuban Airlines Flight 455 is certainly an example of this. On October 6, 1976, a Cuban DC-8-40 was brought down by two bombs made using C-4 military-type explosives with a preset timer. The flight was just leaving Barbados for Jamaica. All 73 passengers, which included 24 members of the Cuban fencing team, plus the 5 crew members on the aircraft, were killed.

The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.

NASA had convened a conference to explore the benefit of a new kind of training: Crew Resource Management. The primary focus was on communication. First officers were taught assertiveness procedures. The mnemonic that has been used to improve the assertiveness of junior members of the crew in aviation is called P.A.C.E. (Probe, Alert, Challenge, Emergency).* Captains, who for years had been regarded as big chiefs, were taught to listen, acknowledge instructions, and clarify ambiguity. The time perception problem was tackled through a more structured division of responsibilities. Checklists, already in operation, were expanded and improved. The checklists have been established as a means of preventing oversights in the face of complexity. But they also flatten the hierarchy. When pilots and co-pilots talk to each other, introduce themselves, and go over the checklist, they open channels of communication. It makes it more likely the junior partner will speak up in an emergency. This solves the so-called activation problem. Various versions of the new training methods were immediately trialed in simulators. At each stage, the new ideas were challenged, rigorously tested, and examined at their limits. The most effective proposals were then rapidly integrated into airlines around the world. After a terrible set of accidents in the 1970s, the rate of crashes began to decline.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

As I walked away from the cheeky blonde, her sass about the airlines and crew still irritated the hell out of me. She was a damn firecracker; that much was clear. Sure, she had the air of someone who’d never worked a hard day in her life—probably spoiled rotten by her parents. But there was something else about her, the way she challenged me, as though she were a wild mustang daring me to try and break her. Her fiery spirit and sharp tongue contrasted with her delicate features and petite frame, but it had stirred something reckless in me. I’d been compelled to confront her. People always have a way of chasing what’s bad for them, and I wasn’t immune. Maybe it was that instinct, that primal pull to run straight at what could take you down, that appealed to me. Hell, that was how men like me ended up heading off to war.

In 80 percent of airline crashes, pilots make mistakes that could have been prevented, particularly if the crew worked together more harmoniously. Teamwork, open lines of communication, cooperation, listening, and speaking one’s mind—rudiments of social intelligence—are now emphasized in training pilots, along with technical prowess.

Ever watched the crew aboard a commercial airliner discriminate between well-dressed, well-schooled in the English language, passengers and ones that don’t appear as well-heeled? I have, time and again. I particularly remember this one Air India flight from India to Kuala Lumpur via Chennai. When the aircraft stopped over at Chennai, a horde of typical South Indian passengers boarded the plane. Not well-versed in the Western style of living, these passengers were ill-treated by the crew on that flight. I saw at least one crew member openly grimace with distaste at the way an old man (dressed in the South Indian veshti) was eating his meal with his fingers, ignoring the cutlery on his tray. Yes, I know that such eating habits on an aircraft can cause a mess and a cleanliness issue but I doubt that the crew member in question was grimacing for that reason. She was looking down on that old man.

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Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

Someone’s gotta do it. No one’s gonna do it. So I’ll do it. Your honor, I rise in defense of drunken astronauts. You’ve all heard the reports, delivered in scandalized tones on the evening news or as guaranteed punch lines for the late-night comics, that at least two astronauts had alcohol in their systems before flights. A stern and sober NASA has assured an anxious nation that this matter, uncovered by a NASA-commissioned study, will be thoroughly looked into and appropriately dealt with. To which I say: Come off it. I know NASA has to get grim and do the responsible thing, but as counsel for the defense—the only counsel for the defense, as far as I can tell—I place before the jury the following considerations: Have you ever been to the shuttle launchpad? Have you ever seen that beautiful and preposterous thing the astronauts ride? Imagine it’s you sitting on top of a 12-story winged tube bolted to a gigantic canister filled with 2 million liters of liquid oxygen and liquid hydrogen. Then picture your own buddies—the “closeout crew”—who met you at the pad, fastened your emergency chute, strapped you into your launch seat, sealed the hatch and waved smiling to you through the window. Having left you lashed to what is the largest bomb on planet Earth, they then proceed 200 feet down the elevator and drive not one, not two, but three miles away to watch as the button is pressed that lights the candle that ignites the fuel that blows you into space. Three miles! That’s how far they calculate they must go to be beyond the radius of incineration should anything go awry on the launchpad on which, I remind you, these insanely brave people are sitting. Would you not want to be a bit soused? Would you be all aflutter if you discovered that a couple of astronauts—out of dozens—were mildly so? I dare say that if the standards of today’s fussy flight surgeons had been applied to pilots showing up for morning duty in the Battle of Britain, the signs in Piccadilly would today be in German. Cut these cowboys some slack. These are not wobbly Northwest Airlines pilots trying to get off the runway and steer through clouds and densely occupied airspace. An ascending space shuttle, I assure you, encounters very little traffic. And for much of liftoff, the astronaut is little more than spam in a can—not pilot but guinea pig. With opposable thumbs, to be sure, yet with only one specific task: to come out alive. And by the time the astronauts get to the part of the journey that requires delicate and skillful maneuvering—docking with the international space station, outdoor plumbing repairs in zero-G—they will long ago have peed the demon rum into their recycling units.

Even if you built your house right at the perimeter fence of your local nuclear plant, you would still receive many times less additional radiation than an airline crew member would consider entirely normal, for example.

Though teams have proliferated across organizations from hospitals to airline crews, almost without exception this has happened within the confines of broader reductionist structures, and this has limited their adaptive potential.

Simon Marton's book, Journey of a Reluctant Air Steward should be required reading for anyone wondering what the airline Flight Attendant / Cabin Crew career is all about. Especially useful for pending applicants as part of their research for the complicated interview process. Simon has worked for multiple airlines in various roles, with a sense of humor that is one of the skills needed to succeed in the job.

Southwest—unlike most other airlines, which fly multiple aircraft models—flies only Boeing 737s. As a result, every Southwest pilot, flight attendant, and ground-crew member can work any flight. Plus, all of Southwest’s parts fit all of its planes. All that means lower costs and a business that’s easier to run. They made it easy on themselves.

Each crew member had a personal hygiene kit, more airline-complimentary stuff: a toothbrush, toothpaste, dental floss, nail clippers, soap, a comb, a brush, antichap lipstick, skin lotion, stick deodorant, a tube of shaving cream and a shaver that, bizarrely, worked by clockwork. There was a little hand-washing station, a hole in the wall through which you thrust your hands, and jets of hot and cold water played over your skin. It was also, thankfully, possible to take a shower, with a hose and a nozzle that you passed over your body inside a concertina-type wraparound curtain. But the curtain was imprinted with stern instructions about the importance of washing down the shower properly after use, to avoid algal growths.

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