CREW RESOURCE MANAGEMENT

CREW RESOURCE MANAGEMENT Initial E-2 Training

Overview History 7 Critical Skills Aircraft Automation Case Study

T/M/S The E-2 CRM Model Manager has identified E-2 CRM as a T/M qualification This is delineated in CARAEWRON120INST 3710.3T In other words, E-2C CRM training satisfies E-2D requirements and vice versa

CNAFINST1542.7B

HISTORY

1977 Tenerife Incident

1977 Tenerife Incident Divert Unfamiliar field Language Weather Stress vs time Communications Clearance issue

Civilian Response • 4 critical skills • Decision Making • Command • Leadership • Communication • Standardized Crew Training • Team Building • Briefing Strategies • Leadership • Communications • Situational Awareness • Stress Management • 1977 – interviews with airline pilots reveal lack of training in non-technical skills • 1981-1995 –Commercial CRM develops/matures

Military Response CIVILIANMILITARY Age OLDER YOUNGER Experience MORE LESS Rank TENURE UCMJ Mission Objectives TRANSPORT NUMEROUS Mission Requirements BENIGN HOSTILE Crew Duties SERVICE TACTICAL Centralized training FAA PLATFORM 1986 – NASA and USAF CRM workshop Identified differences for military aircrew:

Naval Aviation Response • 1989 – Naval Air Warfare Center begins research to develop Navy CRM Program • Theoretically driven, researched based • By aviators, for aviators • Instructional Strategies • Focus on entire aircrew • Skills relevant to tactical environment • Measurement and feedback • Validated and evaluated • 1993 – Navy implements Aircrew Coordination Training (ACT)

Naval Aviation Development • 1994 – ACT School House creates 7 day course • 1995 – First ACT integrated squadron (S-3B Viking) • 1998 – CRM flight evaluation and yearly ground training enacted • 2001 – ACT name changed to CRM • 2002 – CRM integration complete

Current CRM Principles • Decision Making (DM) • Assertiveness (AS) • Mission Analysis (MA) • Communication (CM) • Leadership (LD) • Adaptability/Flexibility (AF) • Situational Awareness (SA) Research based For aircrew, by aircrew Mission specific (E-2  F/A- 18) Integrated (taught from the beginning of career) 7 critical skills (D.A.M.C.L.A.S.)

Seven Critical Skills(D.A.M.C.L.A.S.) • Decision Making (DM) • Assertiveness (AS) • Mission Analysis (MA) • Communication (CM) • Leadership (LD) • Adaptability/Flexibility (AF) • Situational Awareness (SA)

Decision Making Definition The ability to choose a course of actionusing logical and sound judgmentbased on available information.

Risk - high Risk - low F Time - low Time - high E E D B A C K Analytical Creative Intuitive Rule-based Process Stage 1. ASSESS THE SITUATION (What’s the problem?) Time risk pressures Stage 2. MAKE A DECISION (What shall I do?) Stage 3. Select a course of action Stage 4.Implement a course of action

Stage 1: Assess the Situation What’s the problem? How much time is available? How risky (present and future)?

Step 2: Make a Decision What’s the problem? How much time is available? How risky (present and future)? Time Limited High Risk Time available Risk variable Problem understood OR NOT understood Problem understood Problem NOT understood Multiple options available Multiple tasks to do No options available Rule available Gather more Information Schedule Tasks Apply Rule Create Solution Choose Options ACT

Intuitive Decision What’s the problem? How much time is available? How risky (present and future)? Time Limited High Risk Problem understood OR NOT understood Positives -Useful when time limited -Requires little thought -Useful in routine situations Negatives -Need to be an expert -Can lead to confirmation bias -Can only be applied in certain situations ACT -Actions based on past experience -Emphasis on reading situation rather than considering the options

Rule Based Decision What’s the problem? How much time is available? How risky (present and future)? Time available Risk variable Problem understood Positives -Straight forward -Easy to justify -Don’t need to be an expert Negatives -Can miss a step -Poor diagnosis can lead to wrong set of rules Rule available Apply Rule

Analytical Decision What’s the problem? How much time is available? How risky (present and future)? Time available Risk variable Positives -Fully compares alternate courses of action -Easy to justify -More likely to produce an optimal solution Problem understood Negatives -Requires time -Not suited to noisy, distracting environments -Can be affected by stress -May produce cognitive overload Multiple options available Choose Options

Creative Decision What’s the problem? How much time is available? How risky (present and future)? Time available Risk variable Positive -Produces solution for unfamiliar problem Negatives -Requires time -Untested solution -Can be affected by stress -May produce cognitive overload -May be difficult to justify Problem understood No options available Create Solution

Assertiveness Definition The willingness to actively participate, state and maintain a position, until convinced by the facts that other options are better. *REQUIRES THE COURAGE AND INITIATIVE TO ACT*

Comfort Level An internal anxiety gauge that alerts us when something is not right and needs to be corrected.

Behavior Types Passive Assertive Aggressive

Behavior Types Passive -Overly courteous -“Beats around the bush” -Avoids conflict -“Along for the ride” Assertive -Active involvement -Provides relevant information -Ready to take action -Makes suggestions -No fear of retribution -Speaks up when approaching comfort level Aggressive -Domination -Intimidation -Abusive -Hostile

Barriers to Assertiveness Position of authority Experience Rank Qualifications Personal characteristics Fear of reprisal

Assertiveness in the E-2 • Rank/experience differential between: • CAPC/Mission Commander • Pilot and Copilot • CICO/ACO/RO • Safety of flight concerns versus mission accomplishment

Mission Analysis Definition The ability to develop short term, long term, and contingency plans… and to coordinate, allocate, and monitor crew and aircraft resources.

Pre-mission Analysis • Identify objectives, constraints, challenges • Develop contingency plans • Good brief • Well planned • Professional • Focused • Assign responsibilities • Interactive

In-flight Mission Analysis Monitor progress and update plans Identify and report challenges or changes Use knowledge and capabilities of entire crew to analyze and act

Post-flight Mission Analysis Timely debrief Interactive Evaluate mission Identify crew and individual lessons learned

E-2 Mission Analysis Fallon/CVIC/“walk around” mission planning Briefing contingencies is a part of our culture Constantly update the plan based on assets available and situation airborne Fighter debrief, review “spaghetti”

Communication Definition The ability to clearly and accurately send and acknowledge information, instructions, or commands, and provide useful feedback.

Communication • Sender must : • Be clear and concise • Express intent with appropriate terminology • Listen for feedback • Receiver must: • Listen • Ask for clarification when necessary • Provide feedback that message and intent understood

Barriers Internal • Personality • Motivation • Expectations • Past experience • Rank • Emotions/mood • Language difference • Culture External • Noise • Low voice • Electrical interference • Separation in space, time • Lack of visual cues • Body language, eye contact, gestures

Overcoming Barriers Active listening Appropriate mode and decibel level Pre-briefed terminology (i.e. comm brevity) Professional attitude Compartmentalization Resolve conflicts on deck

E-2 Barriers to Communication Physical separation of cockpit and CIC ICS/radios not operating properly Difference in Pilot/NFO terminology, knowledge base and understanding of particular situations Assuming that another crewmember was monitoring/copied something on a particular radio

Leadership Definition The ability to direct and coordinate the activities of crew members and to encourage them to work together as a team.

Leadership Types Designated Leader • Obtained by rank, crew position, or title • Responsible for crew and mission accomplishment—therefore, makes final decisions Functional Leader • Based on knowledge or expertise • Most qualified crew member takes charge

Traits of an Effective Leader • Respected • Decisive • Delegates tasks • Provides feedback • Keeps crew informed • Open to suggestions • Builds team spirit • Leads by example • Directs and coordinates • Maintains professional atmosphere • Knowledgeable • Knows how/when to follow

Leadership in the E-2 • Designated • CAPC/PC • CICO • DH/XO/CO • Functional • Level IV/V • Subject Matter Expert • Flying experience

Adaptability/Flexibility Definition The ability to alter a course of action based on new information, maintain constructive behavior under pressure, and adapt to internal and eternal environmental changes.

Adaptability/Flexibility Application Un-briefed situations Emergency procedures Incapacitated crew member Strained interactions Partially mission capable aircraft Weather changes

Keys to A/F Success Anticipate problems Know that every mission is different Recognize and acknowledge change Interact constructively with others COMMUNICATE the changes!

CREW RESOURCE MANAGEMENT