CRM HISTORY
“Natural limitations on human performance and complexity of the environment make error inevitable.” In the aviation industry, safety is the utmost priority. The field of human factors has been of a great concern since the early days of commercial aviation. Human factors evolved from an initial combination of engineering and psychology with focus on ‘knobs and dials’ to an multidisciplinary field that draws on the methods and principles of behavioral-social sciences, engineering and physiology to optimize human performance and to reduce human error. One of the most outstanding developments in aviation safety for the past decade has been the implementation of training programs aiming to increase effectiveness and efficiency in crew’s teamwork as well as flight-deck management. This development was first introduced when aircraft investigators concluded that ‘pilot error’ documented in past accidents and incidents should instead emphasize team-communication and coordination rather then pilots ‘stick and rudder’ skills proficiency. The original label for such training was known as Cockpit Resource Management, but with the recognition that other members of the aviation community should be included; it changed into Crew Resource Management (CRM). CRM Training has gone through 6 phases:
1st Generation – 1980-1986 • Derived from corporate management development training. • Focused on individual management style and interpersonal skills. • Its primary goal was to fix the “Wrong Stuff” captains and make junior crewmembers (pilots) more assertive.
2nd Generation – 1986-Present • More team-based with the use of team building exercises. • Focuses on concepts such as Situational Awareness and Stress Management. • It has a modular approach teaching the “Error Chain” and training individual Decision Making.
3rd Generation – 1993-Present • Systems approach (automation). • Focuses on specific skills and behaviors. • Integration with technical performance. • Emphasis on evaluating human factors. • Special CRM training for Check Airmen/Instructors. • Integration of Flight Attendants, Dispatchers and Mechanics.
4th Generation – 1994-Present • Performance data guide training. • Integration of CRM into technical training. • Introduction of Checklists including CRM issues. • Specialized automation curriculum topics. • Evaluation of human factors in Full Motion Simulations (LOFT).
5th Generation – 1996-Present • Focus on managing human error including avoidance, trapping and mitigation. • Training in limitations of human performance including universality of human error and use of incident and accident data to illustrate error management.
• Continuation of earlier generation training topics under error management framework.
6th Generation – 2001-Present • Originated at Continental Airlines based on University of Texas Threat and Error Management Model. • Focuses on CRM as a set of countermeasures against threat and error including avoidance and error management.
• Can address professional culture.
CRM training aims to develop effective performance, which consists of technical proficiency in addition to interpersonal and team skills.
3 CRM 2, TEM, Fatigue
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