Crew Resource Management

1. Crew Resource Management Presented by: Jim Kirby, ASI SLC FAA FSDO

2. Crew Resource Management: “The effective use of all available resources needed to complete a safe and efficient flight.”

3. Objectives: • Human factors that cause accidents • Critical success factors and elements • Concepts and tools of aircrew coordination training (CRM/ACT) We will explore:

4. Goals of CRM: CRM should provide pilot with: • KNOWLEDGEof concepts and procedures • ATTITUDEwhich recognizes the importance of good aircrew coordination to safety. • SKILLSto effect implementation of knowledge

5. Quick analysis of past mishaps

6. Who’s having accidents?

7. Who’s having accidents?

8. Typical aircrew errors • Loss of situational awareness • Violation of FAR • Departure from proven procedures • Poor judgment or decision making • Preoccupation with minor mechanical problems

9. Typical aircrew errors Inadequate leadership--Failing to: • Delegate tasks • Assign meaningful responsibilities • Set priorities • Lack of monitoring • Failure to use available information • Failure to communicate plans, problems, etc.

10. The Aircrew Coordination (AC) Cycle

11. Critical Success Elements

12. Guiding Principle: “Everyone knows the regulations and procedures and will comply.” (Fatal assumption?)

13. Depart from P&R? Would YOU . . .

14. Inadvertent Departures • Attention • Memory • Attitude • Stress

15. Purposeful Departures from P&R . . . • Mind traps • Disregard for “silly” rules • Pressure • Unwise commands

16. Positive Flight Crew Characteristics • In control of people and events or appear to be • Built-in calculated emotional distance • Mission oriented compartmentalizers • Systematic, methodical and predictable

17. Negative Flight Crew Characteristics • Not spontaneous • Can and do become complacent as we get better • Do meaningless “rituals” - a trap • Need “positive feedback”

18. Assertiveness • Excessive professional courtesy • Halo effect • Copilot syndrome

19. Authority/Assertiveness Crew Incapacitation: • Obvious • Subtle “Two-Challenge Rule”

20. Conflict Resolution Techniques: Constructive Patterns • Program time to discuss issues • Give expression to feelings • Replay other person's feelings • Define issues clearly • Discover where positions agree • Discover points of vulnerability • Determine depth of feelings • Offer self corrections • Recognize spontaneous humor, caring

21. Command Authority When there is disagreement: “Conservative Response Rule”

22. Communications Levels • Poor • Good • Effective

23. Process of communications

24. Noise, static Multiple communications Fatigue, stress Distractions Incomplete message Ambiguous wording Lack of credibility Lack of rapport Thing in personal terms Jargon Boring Barriers. Anything that distorts or interferes with communications:

25. Was my message received? Get feedback ! • Deal with behavior, not person • Focus on ideas rather than giving advice • Focus on what is said rather than why • Include info that can be used, not everything you know

26. Hidden Agenda: Withholding information for personal reasons • Insures loss of communications • Hard to detect • Taints judgment

27. Sender Be clear & concise Consider the environment Address receiver’s needs Receiver Active listening Interpreting Evaluating Responding Responsibility!

28. Workload Performance

29. Classifications of Workload: • CRITICAL:A workload item that requires immediate attention to avert catastrophe. • IMPORTANT: A workload item that requires response as soon as possible, else it will become critical. • ROUTINE:An item encountered in normal flight, but if left unattended could become important.

30. Work load too high • Work faster, try to cram more into a shorter time frame. • Overall concept of flight breaks down. Overall view begins to narrow and become shorter • As pace quickens,attention become tunneled--pilot fixates on one item. • Revert to previous habits(good or bad)

31. Recognizing High Workload • Individual workloadtolerance varies • Difficulty adheringto normal performance standards • Errors, erratic performance • Getting away fromgood fundamentalsof aircraft control • Uncertainty, indecision, discomfort • Losing normal scan, tunnel vision, fixation • Temporal distortion • Hesitant, confused speech

32. Protecting against high workload • Intimate KNOWLEDGE of the business • Professional ATTITUDE • SKILL to fly without excessive attention to aircraft

33. Dealing with distractions • Ignore:Good during critical phases of flight. Planning can reduce distractions. • Delay:If it can wait, then delay it (judgment comes in here!) • Delegate: Let someone else handle the distraction if it warranted. • Handle:Handle important distraction right away, but do not become fixated at the expense of other important functions. • Sterile cockpit:Reduces or eliminates distractions

34. Stress • Can result in: • Distress • Anxiety • Oppression • Affliction • Body signals: • Headaches • Heartburn • Cramps • Fatigue

35. Stressors: • ENVIRONMENTAL • Cold/heat/light • Danger • Living conditions • PERSONAL • INTRAPERSONAL conflict • Hereditary traits • INTERPERSONAL • Personality conflict • Mistrust • Lack of support • Poor communication • PRIVATE LIFE

36. Stressors • Family problems • Financial concerns • Health care • Pressure from friends • Time for personal interests • ORGANIZATIONAL • Role conflict • Job ambiguity • Underwork/overwork • changes • Travel • People management • Organizational structure

37. Frequent Causes for a failing aviator • Recently engaged • Marital problems • Divorce • Relationship difficulties • Major career decision/change • Trouble with superiors or peers

38. Managing stress • Organize yourself • Change your environment • Build up your strength • Listen to your body • Learn to relax • Find ways to laugh each day • Develop a supportive network around you

39. Available Resources: People, equipment and information that can contribute to a successful flight and the prevention of error during the flight.

40. Internal Resources: • Pilot • Copilot • Crew • Equipment knowledge

41. External Resources: • Other pilots via Pireps & communications • ATC • Tech reps & maintenance personnel • FSS • Time (think ahead, space out tasks)

42. Synergy: The combined action of separate resources has greater total effect than the sum of their individual effects when they are assimilated by the flight crew.

43. The accurate perception of the factors affecting the aircraft and the crew, including knowing what has happened in the past, what’s going on now, and how these affect what might happen in the future. Situational Awareness:

44. Critical Success Factors: Knowledge (plus experience/training) Attitude Personal health Crew coordination Inquiry Maintaining good situational awareness:

45. Fixation Ambiguity Unresolved disagreement or discrepancy Complacency Euphoria Gut feeling Distraction Causes of loss of situational awareness:

46. Minimizing loss of situational awareness • Illness? • Medication? • Stress? • Alcohol? • Fatigue? • Eating?

47. The“I’M SAFE”checklist IILLNESS? MMEDICATION? SSTRESS? AALCOHOL? FFATIGUE? E EATING?

48. Decision Making A multitude of factors: • Knowledge • Training • Experience • Attitudes

49. Hazardous Attitudes • Anti-authority • Impulsivity • Invulnerability • Macho • Resignation • Get There-itis

50. Risk Evaluation AESOP MODEL Aircraft Environment Situation Personnel Operations