The Korean Air Cargo 8509 Accident: A Case Study on Authority Gradient in Cockpit

On December 22, 1999, Korean Air Cargo Flight 8509, a Boeing 747-200F, crashed shortly after takeoff from London Stansted Airport, resulting in the tragic loss of all four crew members. In this article, we examine the factors that contributed to the accident, with a focus on the Copilot's lack of assertiveness and how cultural factors may have played a significant role in the outcome.

The Accident

On the day of the accident, the turnaround crew in London handed over the aircraft to the flight crew after a botched repair of the Captain's Attitude Indicator (ADI). This instrument provides information on the aircraft's pitch and roll. The crew was unaware of the repair on the instrument and that it was still malfunctioning.

Studies indicate that the mood in the cockpit turned very formal after the arrival of the Captain. His interaction with the Copilot became increasingly tense as the aircraft's departure was getting delayed. The Captain was also distracted by the malfunctioning of another instrument (Distance Measuring Equipment) while taxiing towards the runway for takeoff.

After takeoff, the Captain applied pressure on the controls to turn left, and the plane responded normally and started banking left. However, his faulty ADI stayed in the 'Wings Level' indication. At the same time, the Copilot's ADI and another Standby ADI indicated correctly, showing that the aircraft was banking left.

An audio warning called 'Comparator Alarm' started blaring in the cockpit, indicating a mismatch between the three ADIs. Different systems feed the three ADIs. Pilots are supposed to check which two ADIs match and disregard the third one, which is the faulty one.

The Captain, however, remained fixated on his ADI and unresponsive to the alarm. He increased the pressure on the controls, confused as to why the aircraft was not turning.

The Copilot, who surely must have been aware that his Captain was disoriented, was surprisingly quiet after the Captain initiated the turn. He never challenged his Captain, indicated that he was disoriented, or tried to take over the aircraft's controls. As the aircraft's bank was increasing dangerously, the only voice in the cockpit was the desperate Flight Engineer who repeatedly called out, "Bank, Bank".

The aircraft crashed into a field at around 500 kmph; the nose pitched down by 400 and left bank of about 900.

Causes

The Accident Causation chain in Korean Air may have started way before the accident in the form of poor documentation, inadequate maintenance contract, etc., which led to the improper repair and documentation of the instrument fault. However, this article will concentrate on the fact that the Copilot did not act in the manner that was expected of him and take over the aircraft's controls when the Captain was disoriented. The reason for this may be traced to the high Authority Gradient in the cockpit and the high Power distance Culture of South Korea.

A Culture Incompatible with Aircraft Cockpits

Korean Society is a High Power Distance Culture characterized by a strict hierarchy and unequal distribution of power, which is accepted by all in the spectrum of power. Studies conducted after this incident indicate that the accident could have been prevented but for the overbearing influence of Culture in the interactions between flight crew in the cockpit.

According to Khoury (2009), a safety audit report by an external New Zealand check and training pilot group in 1998 highlighted significant problems within Korean Air. The report identified "an endemic level of complacency, arrogance, and incompetence pervading all sections of the airline's flight operations". Between 1970 and 1999, Korean Air experienced 16 aircraft incidents and accidents, resulting in nearly 700 casualties. The report suggests that the airline's Organizational Culture, heavily influenced by South Korea's national Culture, played a significant role in these incidents.

The prevalence of ex-military pilots at Korean Air in the 1990s contributed to a strong military hierarchy culture within the organization. This Culture was not limited to the airline industry but was common across many South Korean organizations. The pilots of Korean Air 8509 were 57-year-old Captain Park Duk-kyu, a former military Colonel and a fighter jet pilot, and 33-year-old First Officer Yoon Ki-sik, an inexperienced pilot. Under those circumstances, a significant level of Authority Gradient may be expected in the cockpit.

Rowley et al. (2002) argue that South Korea is a male-dominated society where military service is compulsory for all men, lasting at least two years. This exposure to military life influences their entire careers, predisposing them to emphasize hierarchical command, result-oriented "can-do spirit," and aggressive competition. This military-based national Culture negatively impacted Korean Air's cockpit culture, as cadet pilots were often taught to respect the hierarchy and not to contradict their Captains, regardless of the circumstances.

This autocratic organizational Culture, especially in the cockpit, made the First Officer hesitate to challenge the Captain's decisions. Many lower-ranked pilots feared that standing up to their captains could jeopardize their entire careers at Korean Air. If the First Officer had been encouraged to voice his concerns, he might have saved the lives of himself and the rest of the crew.

Lessons for Leaders

The Korean Air Cargo 8509 accident serves as a powerful reminder of the potential consequences of high Power Distance Cultures in high-risk industries like aviation. In response to this accident, Korean Air implemented significant changes to address these cultural issues, including revising training programs and emphasizing the importance of open communication between crew members.

Understanding and addressing cultural factors is crucial for leaders in high-risk industries to prevent similar tragedies. Emphasizing the importance of assertiveness, teamwork, and open communication, regardless of rank and seniority, can help create a safer working environment and reduce the chances of accidents influenced by cultural factors.