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This paper explores the need for human factors and error management within the context of the general and corporate aviation environments. It discusses strategies currently employed in other segments of the aviation industry and how they might be utilized in the corporate and general aviation arenas. It also relates research findings and program successes experienced within the airline industry and makes recommendations as to how a consortial effort by industry organizations might be utilized to employ these strategies in corporate and general aviation operations.

The exponential growth of the airline industry has placed a renewed exigency on identifying ways to cultivate work cultures in which safety permeates all levels and error control is manifested in the actions of all employees throughout their dailey work effort. Promoted by many industry leaders and safety experts as “safety cultures”, these work cultures have at their core a central and pervasive focus on error management and the promotion of safety at all levels within all types of operations. While the concept is endorsed by many, there remains a generalized state of confusion on what exactly a safety culture is, how it may be developed in a specific company, and whether or not it is attainable within the context of the aviation workplace. This paper reviews what experts suggest are the necessary attributes of a safety culture and what it must have as well as what it must become in order to be effective at fostering safety at all levels.

It is common practice throughout the airline industry to promote technicians into leadership or managerial positions after a period of demonstrated proficiency as maintenance professionals. Research by Purdue University strongly suggests, however, that many of these technicians find themselves in a position which imposes the need for knowledge or skills which they do not possess. While these individuals have found excellence in their technical pursuits, most find it difficult to attain excellence in their new positions due to the lack of adequate training and definition of job expectations. There appears to be a generalized assumption across the aviation industry that good technicians have the intrinsic knowledge and skills to become good leaders and managers. Experience has proven, however, that this is an unrealistic expectation. Research has shown that many of these technicians are confused about the true nature of their job and expectations concerning their performance.