CHIEF WARRANT OFFICER 4 CARLOS L. PATTERSON
Flight Company, 2nd Battalion, 29th Infantry Regiment
197th Infantry Brigade
Fort Moore, Georgia
After three deployments to Iraq, I saw a trend developing in my unit. During the last 30 days of each deployment, we had an accident. What was causing this to happen — complacency, nerves, ego or just plain bad luck?
My first deployment to Operation Iraqi Freedom (OIF) was a learning experience for all of us, from the commanders down to the aircrews. Mission briefing officers were not part of the process back then, and we lacked the more sophisticated communications systems we now have in theater. We were frequently based at remote sites and could not readily contact our command elements. This resulted in crews flying tactical missions, training flights and passenger movements unbriefed and, oftentimes, unmonitored.
The workload was low for most of the deployment, but the stress level was moderate due to the initial poor living conditions and not knowing when the unit would redeploy to home station. When we finally received word we would be redeploying, everyone was relieved that we had less than 30 days remaining in the desert. However, due to complacency, improper planning and/or command involvement, one of our aircraft had a wire strike while flying over a low ridge during this time. The aircraft was damaged, but no one was injured.
My next unit deployment was in support of OIF III. Our unit had an overall concern because we had only nine months dwell time. Fortunately, many things that had been evident during my first deployment were better this time. Communications had improved throughout the areas of operation (AO) and our unit employed a risk management process that ensured each mission was properly briefed and approved at the appropriate level.
Individual crews from the unit were based at forward operating bases for two to three months at a time. We operated as a team, maintaining crew integrity and flying together during these long times away from our command. I received my pilot in command (PC) status three months into the deployment and picked up an additional duty as the company unit movement officer.
On one mission during our last 30 days in country, I had to remain at our base while my crew flew to a remote site. Another PC was selected to fly the mission. He was very experienced, with 1,500 more flight hours than I had. In fact, he was my PC when I was learning the mission and AO. The crew received their mission brief at 0200 and departed for the remote site. While landing, the crew experienced brownout conditions and crashed the aircraft. Fortunately, no one was injured or killed. Now we had two incidents where an aircraft accident occurred during the last 30 days of a deployment.
My third deployment was in support of OIF 07-09. Things had drastically improved over time and we had a great risk assessment and approval process. We received weekly training through pilots’ call, and the unit was able to conduct training flights on a routine basis. This time, our deployment was for 15 months, which created concerns because of the length of the tour. We were worried about people getting burnout and becoming unsafe. Ironically, the first 14 months went exceptionally well. The unit conducted weekly pilots’ call, S-2 briefs and safety updates to make sure each crewmember stayed in the game. We conducted all missions and training flights in a safe and professional manner.
During the safety portion of our training, I stood up and explained to the unit how the last 30 days of our previous two deployments had ended with a helicopter incident. The company safety officer also reinforced my announcement, stating that complacency and overconfidence often took the place of caution and good judgment. We were then in that 30-day window of redeploying and I will never forget awakening early in the morning to a call notifying me to recover a crew that had a bad landing. Luckily, no one was seriously injured, but, once again, the accident gremlins were at work and we experienced an incident during our final 30 days in country.
I tried to figure out the root cause of these incidents. The unit had very disciplined aviators who received weekly training while in combat on all three deployments. They all performed above the standard. So, what happened during those last 30 days? Does complacency come into play? Do the pilots become overconfident? Is there a chronic fatigue factor that creeps up on our pilots?
Any of the above can influence how pilots act and let our minds wander. Yes, you are flying a multimillion-dollar aircraft and the enemy could be anywhere; but your mind is already on block leave. My unit has outstanding pilots. They have a good crew mix, receive approval at the appropriate level, conduct risk assessments and crew briefs, and know their aircraft and its operator’s manual. They perform brownout landings without fear. They already know they can land the aircraft because they have performed the maneuver numerous times. So why aren’t their minds in the game?
There has to be a way to keep people focused on the mission at hand. We all have conversations on those long flights. However, we never seem to talk enough about the mission, the risk, the enemy or what if this or that would happen. We have become complacent — perhaps overconfident. Chronic fatigue may also be a factor. Our minds can’t be “gone fishing” while other lives are at stake. It seems the seriousness of our jobs is noticed only when something bad happens.
I figured it was a trend after the second deployment. That was the main reason why I stood up in the safety meeting and said something to my fellow aircrews about staying focused on the mission. Despite my concerns, we still had another incident. I can honestly say I tried, but what else could we have done? We can teach a class on remaining focused, but we don’t really have a compiled list of incidents, nor do we know how to keep someone focused. There currently isn’t a risk assessment for the last 30 days of a deployment. However, you are automatically a medium or high risk when you first get into theater for the first 30 days or so.
Lessons learned
Complacency and overconfidence are major problems throughout the Army. Here are some suggestions that might be beneficial.
- Strong leadership at every level is required to reinforce the hazards of complacency and overconfidence.
- Good communication and a healthy flow of information foster teamwork, both up and down the chain. Before all missions, discuss the what-if or what-could-go-wrong scenarios.
- Repeated success can lead to complacency; however, complacency can lead to failure. Set new goals for every mission and practice those beforehand.
- Commanders need to ensure mission briefers take a close look at crew mix. Aviators must fight the tendency to let down their guard when flying with experienced crewmembers. There are elements in all missions out of our control. Ensure the crews are set up for success.
- Individuals at all levels have to be acutely aware of the fatigue issue and look for the signs among those in their charge. Fatigue doesn't only put you in a life-threatening situation, but also those around you. Make sure all crewmembers are well-rested and made aware of the hazards of acute and chronic fatigue and how those factors can affect judgment and thought processes. And remember, while the amount of sleep is important, the quality of sleep is equally vital.
You are in the fight every minute of every day until you are home. Remain focused on the mission or else you may never make it home!