Pilot Checklist Quotes

We are all plagued by failures - by missed subtleties, overlooked knowledge, and outright errors. For the most part, we have imagined that little can be done beyond working harder and harder to catch the problems clean up after them. We are not in the habit of thinking the way the army pilots did as they looked upon their shiny new Model 299 bomber — a machine so complex no one was sure human beings could try it.

They think if something is simple enough to be put in a checklist, a monkey can do it. Well, if that’s true, grab a pilot’s checklist and try your luck with a 747.

That’s because checklists adapt better to change than commandments. Sailors rely on them before going to sea. Soldiers employ them in planning missions. Surgeons demand them, to make sure they’ll have the instruments they need and that they’ll leave none behind. Pilots run through them, to ensure taking off safely and landing smoothly—preferably at the intended airport. Parents deploy them against all that can go wrong in transporting small children. Checklists pose common questions in situations that may surprise: the idea is to approach these having, as much as possible, reduced the likelihood that they will.

This means that the high performance habits you’ll learn in this book are deliberate habits. These must be consciously chosen, willed into existence, and continually revisited to strengthen your character and increase your odds of success. Deliberate habits usually won’t come easily. You have to practice them with real mental focus, especially in changing environments. Every time you feel stuck, every time you start a new project, every time you measure your progress, every time you try to lead others, you must deliberately think about the high performance habits. You’ll have to use them as a checklist, just as a pilot uses a preflight checklist before every takeoff. I believe this is a good thing, too. I don’t want my clients getting ahead unconsciously, reactively, or compulsively. I want them to know what they do to win, and do it with full intention and purpose. That way, they are captains of their own fate, not slaves to their impulses. I want you in charge, conscious, and clear about what you’re doing, so you can see your performance get better and better—and so you can help others get better, too. It’s going to take a lot of work to deploy the high performance habits you’re about to learn, but don’t shy from the effort. When you knock on the door of opportunity, do not be surprised that it is Work who answers.

Instead, they came up with an ingeniously simple approach: they created a pilot’s checklist. Its mere existence indicated how far aeronautics had advanced. In the early years of flight, getting an aircraft into the air might have been nerve-racking but it was hardly complex. Using a checklist for takeoff would no more have occurred to a pilot than to a driver backing a car out of the garage. But flying this new plane was too complicated to be left to the memory of any one person, however expert. The test pilots made their list simple, brief, and to the point—short enough to fit on an index card, with step-by-step checks for takeoff, flight, landing, and taxiing. It had the kind of stuff that all pilots know to do. They check that the brakes are released, that the instruments are set, that the door and windows are closed, that the elevator controls are unlocked—dumb stuff. You wouldn’t think it would make that much difference. But with the checklist in hand, the pilots went on to fly the Model 299 a total of 1.8 million miles without one accident. The army ultimately ordered almost thirteen thousand of the aircraft, which it dubbed the B-17. And, because flying the behemoth was now possible, the army gained a decisive air advantage in the Second World War, enabling its devastating bombing

Air Force regulations required that the appropriate checklist would be open and in hand for whatever activity was taking place. In reality the books stayed in a G-suit pocket or a canvas carryall bag throughout the flight. The only time anyone ever opened up the checklist was when they were in deep shit and totally out of ideas.

Before they taxi onto the runway and take off, airline pilots run through a “preflight checklist” that tells them everything they need to check or do. It ensures they complete all the necessary steps without having to rely on their unreliable brains.

No wise pilot, no matter how great his talent and experience, fails to use his checklist.

Even the newest military planes had checklists that appeared on touch screens. If a hydraulic pump failed, a message would pop up showing specific actions the pilot should take. On the 737, a light showing “low hydraulic pressure” might illuminate with no further explanation. Pilots would have to rely on memory or turn to their paper handbook. “Training issue,” the Boeing executive responded to Reed, in rejecting such changes. If Boeing had been building a brand- new plane, it would have been required to have the electronic checklist. But because the MAX was being examined as an amendment to the original type certificate awarded in 1967, managers could pursue an exception. The MAX was actually the thirteenth version of the plane, counting all the variants along the way— the official application would call it an update of the 737- 100,

it’s the guys with the most jumps that seem to die for some very stupid reasons that are usually the result of being so familiar with a skill set that they go into automatic pilot mode . . . Every time I jump . . . I religiously check my [gear]. By the same token, every time I do a ket-tlebell windmill, I always follow a mental checklist, area is clear, snatch the bell, shift feet, look at the bell, inhale and pressurize for stability, the rear leg straight, the hip cocked back, descend under control, pause, return, lock out.

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.

Breaking down an argument or complex situation into its relevant components helps you understand it and explain it to others. Pilots, for example, use detailed checklists to ensure they don’t miss a step before taking off, an elegant solution for making the complex more understandable.

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In one extreme case, U.S. health insurance company UnitedHealth forced employees to agree with Al decisions even when the decisions were incorrect, under the threat of being fired if they disagreed with the Al too many times. It was later found that over 90 percent of the decisions made by Al were incorrect. Even without such organizational failure, overreliance on automated decisions (also known as "automation bias") is pervasive. It affects people across industries, from airplane pilots to doctors. In a simulation, when airline pilots received an incorrect engine failure warning from an automated system, 75 percent of them followed the advice and shut down the wrong engine. In contrast, only 25 percent of pilots using a paper checklist made the same mistake. If pilots can do this when their own lives are at stake, so can bureaucrats. No matter the cause, the end result is the same: consequential decisions about people's lives are made using Al, and there is little or no recourse for flawed decisions.