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CREW RESOURCE MANAGEMENT

CREW RESOURCE MANAGEMENT. CRM PRINCIPLES. Cognitive and Interpersonal Skills.

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CREW RESOURCE MANAGEMENT

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  1. CREW RESOURCE MANAGEMENT CRM PRINCIPLES

  2. Cognitive and Interpersonal Skills • CRM is concerned not so much with the technical knowledge and skills required to fly and operate an aircraft but rather with the COGNITIVE and INTERPERSONAL skills needed to manage the flight within an organized aviation system. 2

  3. Definition • Cognitive (Mengamati): relating to cognition • Cognition (Pengamatan) : the mental action or process of acquiring knowledge through thought, experience, and the senses. perception, sensation, or intuition resulting from this. • Interpersonal: relating to relationships or communication between people.

  4. COGNITIVE SKILLS are defined as the mental processes used for gaining and maintaining: SITUATIONAL AWARENESS, PROBLEMS SOLVING DECISION MAKING. What is Cognitive Skills? 4

  5. What is Interpersonal Skills? • INTERPERSONAL SKILLS are regarded as COMMUNICATIONS and a range of behavioral activities associated with TEAMWORK .

  6. Cognitive Skills Situational Awareness Problem Solving Decision Making Interpersonal Skills Communications Teamwork Cognitive and Interpersonal Skills 6

  7. Major Causes of Human Error in Aircraft Accidents Lack of Situational Awareness Lack of Communication Lack of Teamwork Lack of Resources Lack of Knowledge Lack of Assertiveness Distraction Pressure Stress Crew Fatigue Complacency (uncritically satisfied)

  8. Situational Awareness: • The accurate perception of the factors (technical , environment & human) 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.

  9. Situational Awareness • Know what is going on around you at all times • Requires: • Good mental health • Good physical health • Attentiveness (Close Attention) • Inquisitiveness (Curious)

  10. How to establish Situational Awareness? In order to establish situational awareness, human beings take in information through the 5 senses • 1) Touch • 2) Hearing • 3) Smell • 4) Sight • 5) Taste • This information is then transformed by the brain into a mental model of the situation, a process known as PERCEPTION. • The perceptive process not only depends on current information. Also based on past experience and sensations. 10

  11. Awareness of what? • Example: • Are aware of what the aircraft and its systems are doing. • Are aware of where the aircraft is and its environment. • Are aware of the condition of people involved in the operation including passengers. • Keep track of time and fuel. • Recognize what is likely to happen, plan and stay ahead of the game. • Develop what if scenarios and make pre-decisions • Identify threats to the safety of the aircraft and people.

  12. Remember • Situational awareness is a critical factor in our ability to respond effectively to a situation • Maintaining a high level of situational awareness will better prepare crews to respond to unexpected situations

  13. Awareness of AIRCRAFT SYSTEMSThe crew needs to be constantly aware of the state of different aircraft systems Examples of POOR practice: Examples of GOOD practice: Monitors and reports changes in system states Acknowledges entries and changes to systems. • Does not ask for updates • Does not signal awareness of changing systems.

  14. Awareness of ENVIRONMENTThe crew needs to be aware of their environment (position, weather, air traffic, terrain). Examples of POOR practice: Examples of GOOD practice: Collects information about the environment Contacts outside resources when necessary Shares information about the environment with others. • Does not ask for information about environmental changes; • Does not comment on relevant environmental factors. • Does not acknowledge ATC directions

  15. Awareness of TIMEThe crew needs must also be able to predict future states in order to anticipate future events Examples of POOR practice: Examples of GOOD practice: Discusses possibility strategies. Identifies possible future problems. • Does not set priorities with respect to time limits. • Does not discuss relationship between past events and present – future

  16. HOW TO SET YOURSELF UP GOOD FOR SITUATIONAL AWARENESS?

  17. The“I’M SAFE”checklist IILLNESS? MMEDICATION? SSTRESS? AALCOHOL? FFATIGUE? EEATING?

  18. If you want to set yourself up for good situational awareness, then: I’M SAFE • ILLNESS: Don’t go! • MEDICATION: Caution! See Medical Doctor • STRESS: Dangerous • ALCOHOL: Get real! Don’t even dream of it! • FATIGUE: You’re not Superman • EATING: Enough but not too much. Quality. Purity.

  19. Way to maintain good Situational Awareness KNOWLEDGE of not just airplane, but the elements of CRM and their effects of performance. ATTITUDE that is open to facing personal weaknesses. PERSONAL HEALTH to sharpen the senses.

  20. Way to maintain good Situational Awareness • CREW COORDINATION-Allows crew to interact effectively while performing mission tasks • INQUIRY-Active questioning, investigation, and use of aggressive doubt (curious). • ASSERTIVENESS--Sense of obligation to speak up. • ANALYSIS--Continuous evaluation of everything to keep the “plan” up to date.

  21. WHAT ARE THE CAUSES OF LOSS OF SITUATIONAL AWARENESS

  22. Causes of Lost of Situational Awareness • CONFUSION: uncertainty about a situation (often accompanied psychological discomfort). • TOO RELAXED: “I’ve done this a hundred times . . .” • IMPROPER PROCEDURES: Taking shortcuts from standard operating procedures • TOO CONFIDENT: “Everything is just fine!” • FIXATION: Focusing only on one thing and excluding all others • AMBIGUITY - information from two or more sources that doesn't agree (Unclear situations). • Operating aircraft outside its published limitations • No one looking out the windows

  23. Factors that reduce Situational Awareness • Fatigue: extreme tiredness resulting from mental or physical exertion or illness. • Stress: Physical/ Psychological tension caused by dealing with difficult situations. • Task overload (Too busy to stay on top of everything) • Inadequate communication

  24. Prevention of Loss Situational Awareness DECIDE Model • D = Detect the fact that a change has occurred that requires attention. • E = Estimate the significance of the change to the operation. • C = Choose a safe outcome for the operation. • I =Identify reasonable actions and their risks to control the change. • D = Do the best option. This letter “D” can also mean “discuss” options with crewmates. • E = Evaluate the effect of the action on the change and on progress of the operation.

  25. How to Regain Situational Awareness Once Loss Reduce workload: Delay the mission. COMMUNICATE Reduce threats: Get away from the obstacles (e.g., climb to a safe altitude). Establish a stable flight profile where you can safely analyze the situation.

  26. Cognitive Skills Situational Awareness Problem Solving Decision Making Interpersonal Skills Communications Teamwork Cognitive and Interpersonal Skills 26

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