Crew Resource Management

1. Crew Resource Management

2. We Don’t Crash By Compartments This CAP instructor pilot was giving two other CAP pilots mountain flying training. Restrictions associated with flying course reversal maneuvers close to terrain were briefed during the ground training session earlier that day. However, during the flight, eye witnesses observed the airplane doing several course reversal maneuvers in a draw at a very low altitude above the trees. They failed to follow procedures. Three CAP members dead.

3. Effective CRM?

4. CRM is a methodology of the interaction of human factors skills and crewmembers in the flying environment. It is designed to minimize human errors and their effects. CRM is a process that develops as an attitude over time. Crew Resource Management

5. Crew Resource Management • Error Management Goal

6. Mission / Flight Analysis Assertiveness Decision Making Communication Leadership Adaptability and Flexibility Situational Awareness Workload Management Skills of CRM

7. What is Mission / Flight Analysis? Phases of Mission / Flight Analysis Preflight In-flight Post flight Preflight Analysis Planning Preparation Briefing Mission / Flight Analysis

8. Briefing continued Characteristics of an Effective Brief Professional Stay Focused Assigns Responsibilities Interactive Complete Mission / Flight Analysis

9. In-Flight Mission Analysis Short-term Planning Monitoring Mission Progress Identifying and Reporting Challenges or Changes Post Mission Analysis Selective Review Interactive Timely Mission / Flight Analysis

10. What is Assertiveness? Comfort Level Behavior Continuum Barriers to Assertiveness Position of Authority Experience Rank Lack of Confidence Fear of Reprisal Assertiveness Do you think the CAP student pilot was comfortable with the instructor pilots decision to take off from the taxiway? The student was seriously injured – but lived. The instructor pilot died.

11. What is Decision Making? Assessing the Problem Verifying Information Identifying Solutions Anticipating Consequences of Decisions Informing Others of Decision and Rationale Evaluation Decisions Decision Making

12. Be Alert for: “What’s it doing now?” “Where are we?” “Is this safe?” “I’m uncomfortable with this!” “This is stupid!” “Knock it off” Decision Making

13. Decision Making

14. Traps Definition Decision Making Traps occur in the process when, for certain reasons, crewmembers do not follow the normal decision making process but instead, jump between the cognitive steps. These “short cuts” are defined as Heuristics. Decision Making

15. Decision Making • Trapped by a Heuristics?

16. Description This short cut or trap is the result of crews incorrectly reacting to situations, which appear to be familiar. This arbitrary course of action often ignores important information simply because many of the other characteristics of the given situation fit a preconceived experienced scenario. Decision Making

17. Skills Heuristics occur due to: Failure to follow procedures Interpersonal conflicts Failure to manage workload Shared misconceptions Decision Making

18. What is Communication? Types of Communication Verbal (Involves words) Non-Verbal (Everything but words) Process of Communication Sender’s Responsibility Communicate in the Appropriate Mode Verbal versus Non-Verbal Convey Information Accurately and Concisely Provide Information at the Appropriate Time Request Verification or Feedback Communication You don’t need audio to hear what our pilot is saying.

19. Receivers Responsibility Actively Listen Active verses Passive Role Take Action as a Result of Communication Answer or Respond to Communication Ask for Clarification of Unclear Communication Communication The PIC in the right seat allowed the pilot-qualified scanner in the left seat to fly the search. The pilot thought he saw something and wanted another look. The PIC told him to turn right (away from terrain). He turned left and crashed. Two dead and one seriously burned.

20. Description Crew communication is imperative to flight safety. It can be both learned and improved through clearly defined roles and responsibilities and through the practice of standard terminology and procedures. Critical skills for effective crew communication are Active listening Honesty Openness Trust. Communication

21. Communication Techniques Self Disclosure - this is a statement used to reveal something about yourself or how you feel. As an example: “Well, I am not comfortable about that decision; however, I do not see any way around it. We'll have to go with it.” This develops a feeling of trust and is also a good way to give non-authoritarian instruction. Communication

22. Gender Distractions Status Culture Experience Level Preconceived ideas Personality Female Bias ATC interruptions Education Rank Boredom Race Noise Background Weather Language Confusion Authority Slang Age Communication Filters

23. What is Leadership Types of Leadership Designated Leadership Responsible Makes Final Decision Normal Mode of Leadership Functional Leadership Leadership by Knowledge or Expertise Occurs When the Need Arises Leadership

24. Responsibilities of Leadership Crew Performance Direct Actions Ask for Assistance Leadership Note tree in the cockpit. A few feet back and it would have been a riveting experience. The check pilot allowed the examinee to touch down half way down the runway with excessive airspeed. They attempted a go around after it was apparent they could not stop the airplane short of the trees at the end of the runway. The go around didn't work out. Both survived by the grace of God.

25. Traits of an Effective Leader Respected Decisive Delegates Tasks Provides Feedback Leads by Example Keeps Crew Informed Open to Suggestions Builds Team Spirit Directs and Coordinates Activities Maintains a Professional Atmosphere Knowledgeable of how to do the Mission Leadership

26. What is Adaptability and Flexibility? Situations That Require Quick Action When Un-briefed Situations Arise When a Routine Mission Becomes an Emergency When Transitions Occur When a Crew Member is Incapacitated When Interactions Are Strained Adaptability & Flexibility

27. Maintaining Adaptability and Flexibility Anticipate Problems Recognize and Acknowledge any Changes Offer Alternative Solutions Provide and Ask for Assistance Interact Constructively with Others Adaptability & Flexibility This cadet orientation pilot allowed the air traffic situation to rush his take off and climb. He stalled and spun on his turn to crosswind leg. 1 senior member & 2 cadets dead.

28. Setting the Tone for Adaptability and Flexibility Establish an Open, Professional Atmosphere Ensure the Crew Understands the Mission Adaptability & Flexibility

29. What is Situational Awareness? Perception Versus Reality View of the Situation Incoming Information Expectations and Biases Incoming Information Versus Expectations Situational Awareness

30. Factors That Reduce Situational Awareness Insufficient Communication Fatigue / Stress Task Overload Task Under Load Press On Regardless Philosophy Situational Awareness This CAP pilot was turned down by several flight release officers for a return flight from a SAR/EX because the mountain wave turbulence had been reported by several pilots to be bad. He finally found a flight release officer to release him and his non-pilot passenger. His airplane never made it over the ridge. Two dead.

31. Definition Workload Management is the process of evenly distributing activities by planning, prioritizing and assigning tasks to individual crewmembers. Workload Management

32. Goals The goals of managing workload are: Monitoring individual’s workload Identifying times of overload Communicating task saturation to other crewmembers Workload Management

33. Boundary Management Definition Boundary Management is a concept that helps crewmembers to visualize the parameters (boundaries) we operate within while dealing with various workloads placed upon us as crewmembers. Workload Management

34. Workload Management • Skills

35. Collaborating involves open lines of communication to identify and acknowledge each other’s needs, concerns and goals, while identifying alternative resolutions. “What is right?” Teamwork

36. Skills It is not “who is right”, but “what is right.” If you keep that in mind, you will most always make the right decision when dealing with conflict. Crew Resource Management

37. The End