Where Birds Don't Fly

Decisions are in concept either based on personal experience or on process data, as Operational or Optimal decisions. Operational decisions are based on heuristic data of outcome, while Optimal decisions are based on variations and performance measurements. In addition to human factors variations, there are multiple other variations affecting safety of flying. Some of these are short runways, high altitude, unpredictable weather, difficult terrain or combinations of all, and including adding human performance variations. If just getting there was the point, nothing has to change.  On the Global playing field it is accepted that one major accident will happen within certain flight hours. However, it is impossible to determine and pin-point future location and time. Operational decisions maintains that the outcome of past flights did not cause an accident, and therefore identifies that the immediate next flight will not involve an accident. If an accident was   expected, the decisions le

In any operation it could become a task to ensure the job is done correctly when the boss is away. In a professional organization it becomes critical to ensure that everyone performs their tasks to an expected level of standard.  A combination of organizational expected safety performance and accountability becomes the safety outcome of the processes. No matter how the job is done, it leaves tracks for some else to follow. Some people work well independently, while others needs the boss to assign activities and may not perform to expected standards when the boss is not around. One could say that the only way to have the boss around at any time, is to make everyone the boss of their own responsibilities. Defining documented roles in the process is   supervision, and expectations are job-management, with accountability the authority for an employee to be the boss of their personal responsibilities. These methods simplifies complexity and establishes accountability   of roles and responsi