Introduction to Crew Resource Management

Perceiving

These people like to live in a flexible, spontaneous way.

They:

•are flexible and spontaneous by nature.

•prefer to keep their options open, continuing to gather information.

•seek to understand life rather than control it.

On the flight deck they tend to:

•adapt to changing situations readily.

•be less affected by delays and departures from standard.

•delay making a decision and keep looking for further information.

•review decisions taken.

Behaviour

Although people have a relatively constant personality, it is our behaviour that determines

how others perceive us. It is important to remember that ....

We choose our behaviour!!!

Pilots are constantly meeting fellow crew members (flight deck and rear crew), company and airport representatives and passengers for the first time. A bad first impression can take a lot of time and effort to undo, therefore, make a habit of considering your behaviour before you meet people.

Modes of Behaviour

Remember the modes of behaviour that are available to you:

“Parent, Adult and Child Modes”

Also remember that by staying in “Adult Mode” you can avoid reacting to inappropriate behaviour.

To achieve effective behaviour try to:

•Focus on the outcome of your meeting.

•Listen to each other and use reflective statements to show the “agitated” person that you are listening.

•Talk about the issues, avoid personalities and the word “YOU”.

•Remember that the aim is to achieve mutual understanding.

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Introduction to Crew Resource Management

Feedback

Feedback is defined as “useful information provided for improvement of performance or correction of error”. It not only rests at the centre of a pilot’s training, but continues throughout his / her aviation career. It should also be recognized as a useful life skill. However, people often shy away from giving feedback and feel uncomfortable receiving it. Like many other human factors topics giving and receiving feedback well is a skill which requires thought and practice.

When giving feedback consider:

•WHY are you giving it - ensure that it is to encourage change and develop - not to vent your frustration!

•WHAT are you going to discuss - check the facts and confirm your interpretation/perception of the events.

•HOW you are going to deal with the issues to be raised - ensure that you focus on the issues and not the individual. Look for, and encourage, open but directed discussion.

•WHEN is the most appropriate time - a quiet moment after the flight is sure to be better than when working hard in the air!

When receiving feedback:

•Listen carefully and check your understanding of the problem.

•Try not to be defensive (for everyone has room to learn) and work hard to remain in the “Adult Mode” - focus on the issues for you may “learn something”!

•Acknowledge the giver’s effort for it may have been a difficult decision to come forward and instigate the discussion.

Teamwork

Crew Resource Management aims to improve teamwork through improving human factors skills in all areas. The NASA Team Skills shown on the next pages are particularly related to the multicrew flight deck environment and are used by British Airways in debriefing CRM aspects of LOFT and simulator exercises.

Use your time to improve your CRM skills, reap the benefits of improved learning and remember CRM is fundamentally about flight safety.

Team Skill

Briefing

•sets open tone, call for questions

•team concept (“we”) encourages participation

•covers valid safety and operational issues

•includes cabin crew in team

•states how “SOP” deviations will be handled

•addresses crew roles and division of labour

•sets automation guidelines; PF & PNF duties

•crew members speak up with appropriate persistence until there is some resolution

•all are encouraged to state recommendations

•each seeks information, asks questions, and tests assumptions

•flight automation questioned to verify situation

Feedback (Crew Self-critique)

•crew provides information to “self-correct”

•provided at appropriate times

•covers both positive and negative performance

•feedback given tactfully, accepted non-defensively

•blame avoided, what is right - not “who is right”

Communications/Decisions

•participation in decision process encouraged

•“bottom lines” established

•big picture shared with all, including cabin crew and others

•decisions clearly stated and acknowledged

Leadership/Followership/Tasks

•balance between authority and assertiveness

•climate appropriate to situation (e.g. social tasks during low work load, not in high load/ sterile below 10 000 ft !)

•acts decisively when situation requires

•shows desire for most effective operation

•uses all available resources

•recognizes demands imposed by automation

Interpersonal Relations/Climate

•tone of flight deck is friendly, relaxed, supportive

•adapts to other crew members’ personalities

•recognizes effects of stress, fatigue and overload in self and in others

Preparations/Plans/Vigilance

•crew “stays ahead of aircraft”, monitors developments (WX, ATC, TIME, FUEL, ETC.) and anticipates required action

•maintains situational awareness

•“model” of what is happening shared with crew

•ensures cockpit and cabin crew are aware of plans

•conflicts, doubts, “warnings” resolved quickly

•time allowed to programme the automatic systems

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