Human Factors‐9                                                          
                                              
 
 
                                                                                                                                                                                                  

Coming together is a beginning.

Keeping together is progress.
Working together is success.
Henry Ford

Safe and successful performance of the maintenance team

 Successful teamwork is achieved when the output of the team is greater than the output that could be
achieved by the sum of the efforts of the individual team members acting in isolation-a process known
as synergy.
 Synergy occurs when each individual maintenance team member efficient maintenance relies on is
empowered-in other words, encouraged to contribut1e in the most effective way to the overall task of
the team. Interaction between maintenance team members creates a positive environment, increasing
efficiency and productivity.

Characteristics of teams
 Good teams have certain characteristics. Typically, individual team members have high levels of task
proficiency and good team skills. A team has good synergy when it performs at a higher level than
would be expected of the same group of individuals working independently. So what are the
characteristics of teams with good synergy These teams:
• Share and understand a common goal
• Have effective and balanced leadership
• Have effective followership (or team) skills
• Have a shared mental model
• Practise clear and effective communication
• Have clear delegation/role definition
• Have clear operating procedures
• Allocate workload appropriately
• Have an appropriate authority gradient
• Resolve conflict effectively.

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                         Human Factors‐9                                                          
                                              
 
 
                                                                                                                                                                                                  

Conditions for effective teamwork

 A shared and understood goal
 Effective leadership and followership

Leadership: Effective Leadership Skills -

• Defining the social structure, encouraging open 1communications and exhibiting self-disclosure to
develop team cohesion
• Communicating effectively and informing other team members about matters affecting team
performance
• Planning, structuring and coordinating the team
• Maintaining team focus on the task
• Asking for input from other team members and openly discussing potential problems
• Maintaining coherence within the team by managing situational awareness
• Providing feedback to the other team members, the degree of successful feedback depending on
the leader's style
• Adjusting their role to match team progress
• Defining and encouraging team goals and performance to promote commitment and consensus.

Followership: The follower's role is to:

• Follow and support the leader
• Speak up about any safety concerns
• Participate in achieving the team's goals
• Provide leadership when required
• Seek clarification when in doubt
• Maintain an open, independent perspective
• Communicate effectively
• Coordinate actively with others in the team.

A shared mental model

 For a team to be effective, each member should be aware of the expected outcomes of their work.
 Supervisors therefore have to communicate what is required, how they expect it to be achieved, and
allocate appropriate tasks and responsibilities. Such briefings could be carried out at the following
times:
• At the beginning of every shift
• When the work priorities change
• When another task is issued
• Whenever important information needs to be communicated to the team.

It is vital that throughout, the maintenance team maintains an understanding of what they are trying to
achieve, what processes they will follow in order to achieve it, its current status and what should happen next.

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                         Human Factors‐9                                                          
                                              
 
 
                                                                                                                                                                                                  

Communication
 Individuals develop and coordinate activities to achieve goals by communicating with each other by
exchanging information.
 Effective communication is a complex process. Some have somewhat simplistically summarised the
process in these four steps:
• Someone transmits information
• Someone else receives that information
• That receiver understands the information, and finally
• Confirms to the transmitter that they have receiv1ed, and understood the information.

Clear delegation/role definition

 There must be a clear outline of who is responsible for what. Clear delegation and role definition helps
to minimise duplicated effort and ensures that each team member knows what they have to do and
who is responsible for what.

Clear operating procedures

 Aviation maintenance is highly process driven; however, sometimes there is little guidance to the
maintenance team on how they should do the job.
 Having standardised operating procedures means all members of the maintenance team know what is
expected-how a task should be carried out, and also what other members will be doing in accordance
with those 01perating procedures.

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                         Human Factors‐9                                                          
                                              
 
 
                                                                                                                                                                                                  

Appropriate allocation of workload

 We tend to be most reliable under moderate levels of w01rkload that do not change suddenly and
unpredictably. When the workload becomes excessive, the likelihood of human error increases.
 The term 'workload' can be summarised as the task demands placed upon an individual, and the
corresponding ability of that individual to cope with those demands. An individual's ability to cope with
demands will be affected by their inherent capabilities, training, skill level, tiredness and a multitude of
other factors. This has several implications:
• Different people will experience different workloads for the same task. Remember how difficult it
was when you were learning to drive? Changing gears required massive concentration and effort,
while experienced drivers can change gear almost without thinking
• Workload levels will vary as time passes. For example, you will tend to become more fatigued
and/or bored as the shift progresses.

Appropriate authority gradient

 Workplace gradients (status/age/experience) may discoU1rage inexperienced personnel from
engaging with, or questioning, someone who is more experienced, or of a higher perceived status.
Conversely, more experienced personnel, or those of a higher organisational status, may feel they do
not need to listen to the views or opinions of those with less experience.
 Differences in position, experience and age between members can lead to an inappropriate authority
gradient within the team. An inexperienced team member may them find it difficult to express their
doubts about a decision made by a more experienced supervisor or team member.

Conflict resolution
 Conflict will arise from time to time. It can destroy team cohesion when the argument is over who is
right, rather than what is right. Conflict resolution requires assertiveness; a willingness to confront what is
often an emotional issue; effective communication skills; and a real desire to resolve the issue. People
will not always agree.
 Differences of opinion, brought out into the open, based on facts and discussed within the team, are
healthy, and can be a useful part of making and reviewing decisions. Disagreements between team
members show that all team members feel that they have a right to express their views, and ensure that
decisions and alternative courses of action are reviewed. However, you need to manage such
disagreements, and deal appropriately with even minor or implied conflict within the team.

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