TDODAR Framework
A decision-making framework used in aviation that guides pilots through six steps: Time, Diagnosis, Options, Decide, Assign Action, and Review.
THE IDEA
Prioritisation in Aviation
CRM techniques help pilots prioritise what is most important in the cockpit and – beyond that – approach decision‐making in a disciplined way when under pressure. An airline captain explains the TDODAR framework:9
‘One of the most valuable acronyms I learned as a pilot was TDODAR:
Time – How much have you got before you need to decide, one way or the other? You can have all the ideas you like about analysing things in detail, but sometimes you just need to act.
Diagnosis – What exactly is the concern? Can you triangulate instrumentation with other data to understand where you are and what's happening? Any assumptions to check?
Options – This will depend on time; as you think about options, you need to consider their likely impact and pros and cons.
Decide – Come to some agreement, summarising the basis for making the decision. Recognise it can change after review.
Assign Action – Who is doing what? Confirm the way actions will be executed. Cross‐check what's just been done.
Review – Anything arising from the action taken? Anything important changed? Keep an eye on the time and the what‐ifs.
It's a framework that's easy to follow, and these steps are second nature to most pilots.'
When to use it
A pilot encounters an engine failure mid-flight and uses TDODAR to assess time, diagnose the issue, evaluate options, decide on an emergency landing, assign crew tasks, and review conditions.
A business executive facing a product recall crisis uses TDODAR to structure the decision-making process under time pressure.
A doctor in an emergency room uses TDODAR to quickly diagnose a patient's condition, consider treatment options, decide on a course of action, assign tasks to the team, and review the patient's response.
FROM THEORY TO EVERYDAY LIFE
In practice
TDODAR in Aviation
An airline captain describes the TDODAR framework: 'Time – How much have you got before you need to decide... Diagnosis – What exactly is the concern?... Options – ...consider their likely impact and pros and cons. Decide – Come to some agreement... Assign Action – Who is doing what?... Review – Anything arising from the action taken? Keep an eye on the time and the what‐ifs.'
A MOMENT TO REFLECT
Put it to work.
Think of a recent high-pressure decision you faced. How could applying the TDODAR steps have changed your approach?
In a situation with limited time, which step of TDODAR might you consider most critical and why?
How might the 'Review' step help you adapt when a decision's outcome is different from expected?
CONTINUE THE CONVERSATION
Source texts
- Beyond the Five Whys Root Cause Analysis and Systems Thinking (James C. Paterson)