The pilot reviews the 3P process for each hazard. The pilot has perceived the risk associated for each of the bullets listed above. Now, the pilot assesses the risk level of each and what to do to manage or mitigate the risk.

The aircraft weight/power risk is assessed as low. While performing power checks, the pilot verified adequate out of ground effect (OGE) power exists. The pilot is also aware that, in this scenario, the departure DA (6,500 feet) is greater than the arrival location DA (6,000 feet) and that several hundred pounds of fuel have been burned off en route. Furthermore, once the passengers have disembarked, more power will be available for departure.

The pilot estimates that the highest obstacles along the approach path are 70–80 feet in height. With the size of the confined area, a normal approach angle can be maintained to clear these obstacles, giving this a low risk level. To further mitigate this risk the pilot has selected mental checkpoints along the approach path that will serve as go/no-go points should the pilot feel any assessed parameter is being exceeded.

Wind direction and velocity are assessed as a medium risk because (for this scenario) the direction of the wind is slightly offset from the chosen approach path, creating a 15–20° crosswind with a steady 10-knot wind. The pilot also takes into consideration that, due to the terrain, the wind direction and velocity may change during the approach. The pilot’s experience and awareness of the complexity of mountain flow wind provide a management tool for risk reduction.

From an approach and departure standpoint, the risk is assessed to be medium. There is only one viable approach and departure path. Given the size of the confined area and the wind direction, the approach and departure path is deemed acceptable.

The pilot assigns a medium risk level to the selection of an escape route. The pilot is aware of the constricting terrain on either side. Although adequate area exists for maneuvering, the pilot realizes there are physical boundaries and that they can affect the options available should the pilot need to conduct a go-around or abort the approach. Again, the pilot uses mental checkpoints to ensure an early decision is made to conduct a go-around, if needed. The selected go-around or escape route will be in line with the selected approach/departure path and generally into the wind.

As you may have noticed, one identified hazard and its correlating risk management action may have subsequent impact on other factors. This demonstrates the need for continuous assessment and evaluation of the impact of chosen courses of action.

The 3P model offers three good reasons for its use. First, it is fairly simple to remember. Second, it offers a structured, efficient, and systematic way to identify hazards, assess risk, and implement effective risk controls. Third, practicing risk management needs to be as automatic as basic aircraft control. As is true for other flying skills, risk management thinking habits are best developed through repetition and consistent adherence to specific procedures.

Once the pilot completes the 3P decision process and selects a course of action, the process begins anew as the set of circumstances brought about by the selected course of action requires new analysis. Thus, the decision-making process is a continuous loop of perceiving, processing, and performing.

One component of SRM is workload or task management. Research shows that humans have a limited capacity for information. Once information flow exceeds the person’s ability to mentally process the information, any additional information becomes unattended or displaces other tasks and information already being processed. Once this situation occurs, only two alternatives exist: shed the unimportant tasks or perform all tasks at a less than optimal level. Like an overloaded electrical circuit, either the consumption must be reduced or a circuit failure is experienced.

Effective workload management ensures essential operations are accomplished by planning and then placing them in a sequence that avoids work overload. As a pilot gains experience, he or she learns to recognize future workload requirements and can prepare for high workload periods during times of low workload.

Reviewing the appropriate chart and setting radio frequencies well in advance of need help reduce workload as a flight nears the airport. In addition, a pilot should listen to Automatic Terminal Information Service (ATIS), Automated Surface Observing System (ASOS), or Automated Weather Observing System (AWOS), if available, and then monitor the tower frequency or Common Traffic Advisory Frequency (CTAF) to get a good idea of what traffic conditions to expect. Checklists should be performed well in advance so there is time to focus on traffic and ATC instructions. These procedures are especially important prior to entering a high-density traffic area, such as Class B airspace.

To manage workload, items should be prioritized. For example, during any situation, and especially in an emergency, a pilot should remember the phrase “aviate, navigate, and communicate.” This means that the first thing a pilot should do is make sure the helicopter is under control, then begin flying to an acceptable landing area. Only after the first two items are assured should a pilot try to communicate with anyone.

Another important part of managing workload is recognizing a work overload situation. The first effect of high workload is that a pilot begins to work faster. As workload increases, attention cannot be devoted to several tasks at one time, and a pilot may begin to focus on one item. When a pilot becomes task saturated, there is no awareness of additional inputs from various sources, so decisions may be made on incomplete information, and the possibility of error increases.

A very good example of this is inadvertent IMC. Once entering into bad weather, work overload can occur immediately. Mentally, the pilot must transition from flying outside of the aircraft to flying inside the aircraft. Losing all visual references can cause sensory overload and the ability to think rationally can be lost. Instead of trusting the aircraft’s instruments, pilots may try to hang onto the few visual references that they have, and forget all about all other factors surrounding them. Instead of slowing the helicopter down they increase airspeed. This can be caused by an oculogravic illusion. This type of illusion occurs when an aircraft accelerates and decelerates. Inertia from linear accelerations and decelerations cause the otolith organ to sense a nose-high or nose-low attitude. Pilots falsely perceive that the aircraft is in a nose-high attitude. Therefore, pilots increase airspeed. Pilots can also be looking down for visual references and forget about the hazards in front of them. Finally, since the pilots are not looking at the flight instruments, the aircraft is not level. All of this can be avoided by proper training and proper planning. If going inadvertent IMC is your only course of action, pilots must commit to it and fly the helicopter using only the flight instruments and not trying to follow the few visual references they have.

When a work overload situation exists, a pilot needs to:

It is important for a pilot to understand how to decrease workload by: