Figure 14-1. These terms are used in AC 60-22 to explain concepts used in ADM training. 

THE DECISION-MAKING PROCESS
An understanding of the decision-making process provides you with a foundation for developing ADM skills. Some situations, such as engine failures, require you to respond immediately using established procedures with little time for detailed analysis. Traditionally, pilots have been well trained to react to emergencies, but are not as well prepared to make decisions that require a more reflective response. Typically during a flight, you have time to examine any changes that occur, gather information, and assess risk before reaching a decision. The steps leading to this conclusion constitute the decision-making process.
DEFINING THE PROBLEM
Problem definition is the first step in the decision-making process. Defining the problem begins with recognizing that a change has occurred or that an expected change did not occur. A problem is perceived first by the senses, then is distinguished through insight and experience. These same abilities, as well as an objective analysis of all available information, are used to determine the exact nature and severity of the problem.
While doing a hover check after picking up fire fighters at the bottom of a canyon, you realize that you are only 20 pounds under maximum gross weight. What you failed to realize is that they had stowed some of their heaviest gear in the baggage compartment, which shifted the CG slightly behind the aft limits. Since weight and balance had never created any problems for you in the past, you did not bother to calculate CG and power required. You did, however, try to estimate it by remembering the figures from earlier in the morning at the base camp. At a 5,000 foot density altitude and maximum gross weight, the performance charts indicated you had plenty of excess power. Unfortunately, the temperature was 93°F and the pressure altitude at the pick up point was 6,200 feet (DA = 9,600 feet). Since there was enough power for the hover check, you felt there was sufficient power to take off.
Even though the helicopter accelerated slowly during the takeoff, the distance between the helicopter and the ground continued to increase. However, when you attempted to establish the best rate of climb speed, the nose wanted to pitch up to a higher than normal attitude, and you noticed that the helicopter was not gaining enough altitude in relation to the canyon wall a couple hundred yards ahead.
CHOOSING A COURSE OF ACTION
After the problem has been identified, you must evaluate the need to react to it and determine the actions that need to be taken to resolve the situation in the time available. The expected outcome of each possible action should be considered and the risks assessed before you decide on a response to the situation.
Your first thought was to pull up on the collective and yank back on the cyclic, but after weighing the consequences of possibly losing rotor r.p.m. and not being able to maintain the climb rate sufficiently enough to clear the canyon wall, which is now only a hundred yards away, you realize that your only course is to try to turn back to the landing zone on the canyon floor.