## 4 Results and Analysis
### Thematic Analysis: Findings
#### 4.1.3 Decision-Making: Findings  
As the most prominent theme in both discussions, this reflects the important role decision-making plays in aviation. Pilots facing complexities often use decision-making strategies [75], such as the decision to execute a go-around. Associating blame with the pilots who choose to go around can impact that decision-making, with one pilot adding,  
\"There is self-frustration at not landing.\"--RC2  
In addition to self-frustration, pride was given as a reason why pilots may be hesitant to go around. This may stem from an attitude prevalent in flight schools, where pilots noted that, according to the flight test guide [76], students often believe that executing a go-around during a test will lead to failure. Participants emphasised that encouraging go-arounds, rather than shaming pilots for them, should be prioritised. One pilot referred to this as \"humanising\" flight training, and that pilots should be praised for \"succeeding\" with making the right decision. Yet, decision-making is also dependent on the conditions of the airport and the communication going on. Many pilots expressed the differences between a towered and non-towered airport, and how this would impact their decision-making. [PERSON]'s [77] 2024 study identified that 19% of pilots are sometimes reluctant to reject ATC clearance even when they may want to question it:  
\"GA sometimes feels secondary [to commercial traffic].\"--RC3  
With a fear of disrupting commercial traffic behind, some participants felt uncomfortable practising a go-around at towered airports, which demonstrates the roles that money and time associated with the commercial industry play. Comparatively, some pilots stated that they would feel more comfortable doing a go-around at a towered airport, as they receive assistance with circuit sequencing. This may help with workload, as delayed decision-making increases the go-around risk [78]. Since go-arounds are often initiated by the pilot rather than ATC, this puts a lot more pressure on the pilot's decision-making. Hence, the pilots also expressed that they would want to go-around at a towered airport if their approach were bad, as  
\"Someone would be watching you if you land badly.\"--RC2  
This reflects upon the reporting culture in aviation; if accidents are not reported, then lessons will not be learnt from them [79]. However, the pilots did express a worry over lawsuits and being incriminated for making mistakes, especially student pilots and those with less experience. Whilst Transport Canada [80] advocates a just culture \"characterized by an understanding that employees do not wilfully make mistakes or intend to undertake unsafe actions\", this sentiment was not mentioned by the pilots. However, incorporating a second pilot in flight planning and operations was discussed as a strategy to enhance decision-making, utilising this role similarly to a safety pilot. One pilot followed up with  
\"[There] should be more pilot dialogue.\"--SF3  
This can help balance out workloads and fatigue, especially if there are many factors at play, such as low fuel. Crew operations can reduce workload, as shown in a NASA study on single- vs. dual-pilot performance [81]. Yet, the pilots in the roundtable discussions also highlighted issues with flying with more than one pilot, especially when there is a difference in experience levels [16], as there would be a new dynamic in the decision-making process [82]. This was also highlighted by a participant about ownership of aircraft in the GA community, where  
\"Flying with an owner pilot feels more dangerous.\"--RC1  
When flying with an aircraft owner, the pilots expressed feeling more like an option than the primary pilot. Additionally, if the owner becomes uncomfortable, they might attempt to take control, leading to a breakdown in communication and increasing the pressure during decision-making.