A Longitudinal Ethnographic Study of Aircrews' Lived Experience of Flying Operations at a Low-Cost Airline

Abstract

With reference to Burke, Wilson and Salas's (2003) call for more “systematic long-term longitudinal studies” of aircrew teamworking, a longitudinal ethnographic study was conducted at a low-cost carrier. Participant observation and in situ conversation were used to generate data on aircrews' lived experience of flying operations. Supplementary data were obtained from company documents. Two conclusions were reached. First that aircrews worked in a complex, dynamic and challenging environment that was, in varying degrees and for various reasons, fatiguing and stressful. Secondly that team members' mutual support, camaraderie and cohesion appeared to enhance their resilience to internal pressures like busy rosters and complex positioning, and external pressures like adverse weather, technical faults, delays and unruly passengers. Given that an airline's survival depends upon the safety and efficiency of its operation, and that teamworking can act to promote safe and efficient operation, it is important that – as Burke, Wilson and Salas (2003) suggest – the industry quantifies the impact of team-building techniques like Crew Resource Management (CRM).