but his manager, he says, was getting push-back from company president mike colgan. >> mike colgan wouldor, in >> mike colgan wouldiy)[m or, in where he wrote about me to theo. and the office manager one time told my team, he said, "mike colgan is a friend of this office," and that was the message. well, i mean.;c)Îx4>mwkuuuuuuuut the need to reinforce it.ç=ñ1 >> o'brien: did you, in the course of that, feel pressure not to stop that growth? in other words... >> absolutely. >> o'brien: were you seen as a road block? >> oh, absolutely. >> o'brien: the faa office manager says he does not recall making those statements, but three years later, there were still problems when colgan got another big contract from continental. colgan began flying a new airplane called the q400, the type of plane that would crash in buffalo. did you get the sense that everybody was a bit overwhelmed by this airplane? >> yes, because there was a lot of growth. it was almost the same thing that was faced with the 2005 expansion with this 2008 expansion of the qs. there was a lot of growth, a lot of growing pains su

aircraft is doing something unexpected that we have no mental model, i think air france or cold -- colgan 3407 can lead to some system behavior as the doctor was saying and have some thoughts for some other examples of the same kind of thing. all right. so the full peace free market. here is the ideal. philosophy is the guiding light from that emerges culture and policy for everything. automation the emergencies and then what this translates to procedures, checklists, flows and with policies and procedures this is the ideal of course, and then we have the actual behavior during the wine operations. that's not real pretty, right? the for peace framework may be more realistic. philosophy is sort of hovering off in the distance, and loosely directing policy and scientific principles of to the side and a random feedback note and mechanism. not exactly sms ideal. procedures and policies are written and designed and tested. but how did it hold up in practice? and how did it correspond to reality? that is the feedback and we need that. procedures are never 100% perfect but it's important to get