Crew Conflict During a Complex Departure
You are the captain on a departure from a busy airport with a complex SID requiring a precise climb gradient and a tight turn at 1,500 ft. The first officer is new to the aircraft type and has been quiet. During the brief, you gave instructions quickly and did not check understanding. On take-off, the first officer selects the wrong mode on the flight director, and you notice the aircraft is not following the expected lateral path. You are at 800 ft, in IMC, with terrain ahead. The first officer says 'I thought you wanted that'. You feel irritated and want to correct it yourself.
1. What went wrong in the brief, and what should you do now?
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The brief was one-way: you gave instructions without confirming the first officer's understanding, and you did not invite questions. The first officer's quietness was a warning sign of low confidence or confusion. Now, at 800 ft in IMC with terrain ahead, the priority is to fly the aircraft: take control if needed, select the correct mode, and ensure the correct path is flown. Use clear, closed-loop communication: 'I have control; select LNAV; confirm.' Do not spend time assigning blame. Once established on the correct path, address the misunderstanding briefly and continue the departure. The human-factors lesson is that briefings must be interactive and that a new crew member needs explicit confirmation of understanding.
2. How would you rebuild the working relationship after this event?
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After the flight, hold a short, non-punitive debrief. Acknowledge your own contribution: the brief was rushed and did not check understanding. Ask the first officer what they understood and what would have helped. Agree on a communication protocol for future departures, such as a verbal confirmation of each mode change and a 'say again' if unsure. Avoid public criticism; praise the first officer for speaking up. The aim is to restore psychological safety so that the first officer will challenge or question next time. A written report may be appropriate if the event affected safety margins. The relationship is rebuilt through consistent, respectful behaviour, not a single conversation.