The aviation sector didn\u2019t just stall during the pandemic, it was forced to look in the mirror. Operational systems froze, passengers disappeared, and frontline teams were stretched to breaking point.<\/p>\n
Now, with aircraft back in the skies, it\u2019s easy to assume the sector has recovered. But beneath the surface, many of the underlying issues, such as disconnected training, outdated leadership models, and underinvested development, remain unresolved.<\/p>\n
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The future of aviation depends not just on better systems, but on better understanding human behaviour through the lens of models like COM-B and the practice of human-centred design.<\/p>\n
As flights resumed and terminals returned to life, we have a rare opportunity to rebuild not just operations, but the culture that supports them. And that starts by rethinking how we support the people who keep the sector moving.<\/p>\n
At the heart of meaningful culture change lies behaviour. And Behaviour, as defined by the COM-B model, depends on three elements: Capability, Opportunity, and Motivation. If one of these is missing, change becomes challenging \u2013 if not impossible.\u00a0The NHS successfully incorporated COM-B into its\u00a0Infection Prevention and Control Education Framework<\/a>\u00a0to enhance behaviours when managing Clostridioides difficile infections in this study, so it works.<\/p>\n We pair this model with human-centred design, which puts empathy and lived experience at the heart of change. Together, they allow us to go beyond compliance and tick-box training, and instead build environments where the right behaviours can thrive.<\/p>\n Post-pandemic, many organisations issued new rules and expectations. But mandates alone don\u2019t change behaviour. You can train someone on the theory, but if their environment doesn\u2019t support it, or if they don\u2019t understand why it matters, the training won\u2019t stick.<\/p>\n That\u2019s why we advocate designing from the inside out. It starts with how people actually work, what pressures they face, and what support they need to thrive.<\/p>\n Nowhere is this more visible than in airport security. Teams are expected to maintain flow and vigilance simultaneously, managing technology upgrades, frustrated passengers, and constant time pressure. And yet, training often focuses on compliance rather than context. And too often, they\u2019re doing this without adequate support.<\/p>\n Imagine a scenario where a security officer is berated by a passenger, only to be undermined by a manager eager to keep the line moving. This isn\u2019t a training issue. It\u2019s a systemic one.<\/p>\n A human-centred, COM-B-informed approach breaks this down. In terms of capability, does the officer have the skills and emotional tools to handle conflict? For opportunity, does the environment allow time, space, and authority to respond with care? And for motivation, does the team believe their actions matter beyond enforcement? Do they feel supported?<\/p>\n When one of these pillars is missing, performance suffers. And more importantly, so does the well-being of staff.\u00a0The power of human-centred design in learning and development is that it instils accountability, trust, and resilience.<\/p>\n But airport environments, particularly security, are often sterile. There are no e-learning models because there are no computers, and colleagues can\u2019t regularly check their phones for advice and guidance at the point of need. Challenges have been exacerbated by the introduction of new security technology in security lanes, while passengers are becoming less well-behaved, to the extent that the low-budget operator\u00a0Ryanair will now sue disruptive passengers.<\/p>\n Much of aviation training is focused on compliance. It\u2019s about passing tests. But real learning isn\u2019t transactional. It\u2019s relational, contextual, and emotional.<\/p>\n If we want lasting change, we need to co-create training with the people who live it. That means going beyond PowerPoint decks and regulatory modules, and instead designing learning that reflects the real environments, constraints, and emotional labour of the job.<\/p>\n We can do this by embedding with teams, observing behaviour, and working side-by-side to build practical solutions. It\u2019s not just more effective, it\u2019s more human.<\/p>\nWhere it might break down: airport security in focus<\/h2>\n
Training beyond the manual<\/h2>\n