- 10. Crew Interaction Under Poor Teamwork and Incompatibility Among

Lecture

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possible, resorting more often to phrasing them as questions – a question provokes the least resistance
compared with other ways of expressing disagreement. This, in particular, is why questions are
mainly used in psychotherapeutic practice, in psychological counseling.
6. When making a remark about a mistake that has been made, the emphasis should be placed on what
needs to be done so that it does not happen again, rather than on the fact that the person is at fault for the mistake and deserves punishment. This is a far more effective method of preventing errors, one that preserves the vitally necessary friendly
relations.
7. In a number of cases, aggression directed at a person is, in fact, not directed at
him at all – it stems from past experience (information about which may reside in consciousness or in
the unconscious), and its origin may be connected with:
- a simple ingrained pattern of behavior from within the family, or a group of significant others, in which
case a reaction of displeasure at this form of aggression will, in turn, itself be perceived as
aggression: for the person displaying such aggression this is the norm, he knows no other type of behavior,
whereas you have reacted to it very harshly, leaving the person
bewildered;
- a desire to learn how a particular person feels about us (testing our value, our being needed): if a person continues to interact with us despite our aggressive
actions, our value to him is great;
- unresolved emotions tied to people and circumstances from the
past, so that in situations that only remotely resemble those painful ones,
the person will unconsciously display aggression – displaying it because those situations reproduce the person's attitude (one that either existed, or did not exist but is wished to become reality now) toward similar objects in the present. Thus, constant and pointed disregard of a person's opinion by those close to him (family, circle of friends)
may determine an extremely inadequate reaction to the mere inattention shown to his opinion by
work colleagues (innocent inattention on the part of colleagues, whose attitude also matters to the person, gives rise to thoughts, which, again, may be
conscious or unconscious, that "they too are ignoring him, disregarding him"). Yet the colleagues' inattentiveness in fact carried none of the meaning that
this person attached to it. It must be said that reactions of this kind are fairly common, and their
occurrence is due to previously formed conditioned-reflex connections
(it is important to remember: what is significant to some is indifferent to others);
- a currently difficult life situation, as a result of which
the person begins to be irritated by things that used to be met calmly;
- the blocking of needs of the person that you know nothing at all about: you
believe that you said nothing offensive or insulting, yet for that person it is
in fact exactly that – offensive or insulting.
8. In some cases aggression needs to be "defused," and in this regard the most effective approach is to not internalize aggression directed at you and instead to display (in spite
of everything) a normal attitude toward the person who displayed it. The fact that under such circumstances a normal, restrained reaction is shown toward
him often disconcerts the person, and he
begins to understand the absurdity and inappropriateness of his impulsive reactions, which in a number of cases are accompanied by an emotion of shame.
9. In a conflict situation it is best to use arguments similar to those already present in the opponent's mind, and, building from these, "aligning" oneself with them,
gradually broaden the scope of the opponent's arguments – by introducing new elements, thereby
adjusting, and in some cases fundamentally changing, his needs.
10. It should be remembered that entering into a conflict relationship hampers the partners' interaction in the future (however much we might wish otherwise, some kind of "residue"
remains after a conflict relationship – we come to perceive the person's actions through the lens of the relationship that has since developed).
11. In the event of a clear victory in a conflict, one must not display superiority over
one's partner, or draw attention to his loss. One should help the partner exit
the conflict with dignity, and give those around no cause to mock him for losing. Failure to follow this rule has two consequences. First, by making an enemy for ourselves, we seriously reduce the probability of our own successful existence in the future (certain individuals, if not
directly then through others, will, whether deliberately or not, cause harm to the person who once treated them so
harshly). Second, by showing the working group that
the loser deserves contempt and humiliation, the group's members will perceive this as some unspoken rule, applying it in their future relationships and using it against every
member of the group.
12. One should not give in to requests and persuasion (whether from crew members, other aviation specialists, or the management of airlines) to violate established operating procedures.
As practice shows, even though the crew went along with a violation under pressure
from certain individuals, when an aviation event later occurs those same individuals are nowhere to be found and will under no circumstances take the side of the crew that violated the rules, disavowing everything
they said beforehand. However advantageous a violation may seem (overloading, under-fueling for
the sake of saving money, cutting corners on the route, etc.), refraining from the violation, even at the cost of some penalty (for example, from management for excessive expenditure, or for expressing disagreement with management), is always more advantageous, since these penalties
do not begin to compare with the emergency and catastrophic situations that have resulted from
violations that seemed acceptable at the time.

Review questions and self-assessment tasks

1. Give examples of the misunderstanding of a spoken message due to differences in the interlocutors' thesauri.
2. In your opinion, which carries more damaging consequences – poor teamwork or incompatibility?
3. Which conflict situations can you classify as entirely necessary and beneficial
to professional activity?
4. Which style of behavior in a conflict situation do you use most often, and how effective is it?
5. Name causes of poor crew teamwork that were not mentioned in this chapter.