So why didn’t the crew not realise they were far from the touchdown zone...
waves-dubai (#347), the short answer is probable due to them being human; everyone suffers error.
The more difficult question to answer is, what can the industry and individuals do about it.
Eminent scientists tell us the human condition is difficult to change and that it’s easier to change the conditions in which we work.
In this instance, it’s not about changing the weather etc (might be how to avoid it), but to consider the systematic and organisational issues which can influence human behaviour. Motivation - goal-seeking is a powerful force, thus time or fuel pressures as noted earlier provide a subconscious bias in our thinking. (Do the Feds really still log ‘on-time' arrival / departure?!?)
Individually, we must understand that we are error prone, both from the physical senses (illusions and disorientation) and in our thoughts – assessments, reasoning (judgement), and decisions.
We tend to see what we want to; we underestimate the risks in options, overestimate our capabilities – we think that we are better than we are.
Similarly we think we know more than is necessary for evaluating a situation, yet when judging the situation, perhaps with not knowing the rationale behind many of the regulations or company SOPs, we let a poor situation become worse. Etc, etc, etc.
Then we get tired / fatigued, suffer illness, and suffer personal pressures; we get up-tight about situations, are concerned about our personal performance, we fear for our jobs.
Perhaps we need the experience of having done something similar, but most important recognising why we suffered the error and why we behave as we did. We must recognise that although the outcome of that situation appeared to have been safe, in reality it was not, and must not be repeated. The behaviour must not become habitual; reality has a nasty habit of returning with vengeance.
Individually, and as an industry, when operating in a difficult commercial climate, we often operate too close to the edge of safety.
Do we always know where the boundary between safety and an accident is?
Often quoted is the need to balance safety with commerce; yet many eminent opinions suggest that this is not the case - I agree.
You can have high safety levels and commercial success, but this involves compromise, skilled management, critical thinking, and controlled behaviour, from both the organisation and the individual.