INTRODUCTION TO CREW RESOURCE MANAGEMENT (CRM)
INTRODUCTION
CRM encompasses a wide range of knowledge skills and attitudes including communications, situational awareness, problem solving, decision making and teamwork. The key to the success of a CRM program is the mutual respect and confidence that is created among crew members which fosters an environment that is conducive to openness, candor, and constructive critique. The result is a more professional performance due to the synergy that is achieved in the cockpit and cabin, thereby decreasing the risk of an accident or incident.
Effective CRM incorporates an individual’s understanding of the effects of stressors upon themselves, while they understand the effects of stressors upon the collective aircrew. The “Seven Skills of CRM” incorporates attitude, communications style awareness of others, and understanding of surroundings, in an effort to recognize the human factor and influences into the flight operation.
As a matter of background, investigations surrounding accidents in aviation have indicated that human
error is a contributor to 60-80% of all incidents and accidents. Quite often, the technical aspects (mechanical) of multi-person cockpit operation often play little or no role in undesirable outcomes. Rather, studies have shown that poor group decision making, inadequate leadership, confused communication and ineffective resource or task management play a major role in a majority of accidents in aviation. This realization has inspired the industry to expand its training scope beyond that of flying the aircraft, to human dynamics of those responsible for all aspects of the flight. This training is CRM, and is intended to expand awareness of behavioral patterns and interpersonal dynamics that lead to trouble on the ground and in the air.
Today, CRM can be best defined as a management system that makes use of all available resources, equipment, procedures and people to promote safety and enhance the efficiency of flight operations.
Training is one way of addressing the challenge of optimizing the human/machine interface and accompanying interpersonal activities. These activities include team building, information transfer, problem solving, decision making, maintaining situation awareness, and dealing with automated systems.
A CRM training program should involve all aspects of an operation, and as a minimum should be comprised of three components:
• initial indoctrination/awareness • recurrent practice and feedback and • continual reinforcement
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