ASSESS RISK: Is it green, yellow, or red? Identify present risk, potential for future risk, and
the potential for decreased performance.
BALANCE RESOURCES: If a change has occurred, allocate resources to bring everyone
(and the situation) back into the green. Assess what tools are at your disposal, tools such as SOPs, policies, procedures, checklists, knowledge, skills, and techniques.
COMMUNICATE INTENTIONS: Under stress the brain begins to shut down, creating tunnel
vision that reduces situational awareness. Communication patterns must change when going from green to yellow to red. In the yellow, communication has to be more direct. In the red, understanding can be totally nonexistent. One must use very direct slow speech. You might even have to reach over, put a hand on a shoulder
DO the action (or perhaps do nothing at all, also a conscious decision), then
DEBRIEF the
results. Were expectations met? What went well? What didn’t go well? What can be learned for the
One should recognize when you or a team member is task saturated and not operating in critical decisions and those decisions that are It’s important to know that RRM is not always a linear ABCD process. Ross says it rarely is.
This simple RRM tool: Green, Yellow, Red, and ABCD should help you make decisions to remain in the green. Using RRM can bring you home safely, as it did on 15 January 2009 for Captain Chesley Sullenberger, his crew … and 155 passengers.
Randy Mains is an author, public speaker, and a CRM/AMRM consultant who works in the helicopter industry after a long career of aviation adventure. He currently serves as chief CRM/AMRM instructor for Oregon Aero.
He may be contacted at:
randym@oregonaero.com
rotorcraftpro.com
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