training in the flight simulator where pilots are given flight scenarios they could en- counter on the job. In this way, a sim in- structor and CRM assessor, like I was, can determine if the crews put into practice what they learned in the facilitated CRM course. The airlines learned early on that to change behavior and beliefs, the atten- dees must come up with the answer them- selves. That is only done through facilitation, not by sitting in front of a computer answering questions. The value of facilitation was reinforced
to me recently when I was giving an AMRM (Air Medical Resource Manage- ment) course at a large hospital-based flight program. We were discussing cock- pit gradient, where a steep gradient be- tween flight crew means the captain is a virtual know-it-all, unapproachable and unwilling to hear another point of view. A shallow gradient in the cockpit would be like flying with a Sully Sullenberger, who famously landed his stricken Air Bus 320 in the Hudson River, saving all 155 lives. A CRM instructor himself, Sullen- berger, even with his vast experience, was totally approachable and open to sugges- tions, creating a relaxed and much safer atmosphere in the cockpit. My aim was to go somewhere different
with the cockpit gradient concept, some- where relevant only to a HEMS crew with a single pilot. I hinted at the odd relation- ship a contract HEMS pilot might experi- ence with the flight crew, where he or she may feel they are there to “please” the cus- tomer. This can have a negative effect on their aviation decision-making. It’s been known to happen before. One very experienced flight nurse
raised her hand and said, “It seems like there could be a steep cockpit gradient be- tween the flight crew in the back with the pilot, where the medical crew could put pressure on him unnecessarily.” Bingo! It was a light bulb moment for
her and the rest of the class. It was the re- sult I was looking for. Because she came up with the answer herself, it is something she will probably consider next time she flies. CRM / AMRM is the last line of de-
fense we have to prevent an aircraft acci- dent. The principles of CRM must be
understood by everyone: from the person who refuels the aircraft all the way up the ladder to the mechanic, and from the flight crew up to middle and top management. For CRM to work, it must be adopted and fully embraced by anyone in the organi- zation who affects the safe outcome of every flight. Corners cannot be cut. The concept must not be watered down. It is my strong belief that until we in the heli- copter world truly embrace CRM as the airlines do, we will continue to see more lives needlessly lost.
Randy Mains is an author of several books, a public speaker, and a CRM/AMRM Consultant who continues to work 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
Digital and App magazine readers can watch video on this product by clicking the play button.
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