# Presentation: 116790

## Crew Resource Management

***Presented by:***
***Jim Kirby, ASI***
***SLC FAA FSDO***

**Notes:**
Section 1:
Introduction
WELCOME . . .
MY BACKGROUND
CFI CERT
FULL-TIME CFI FOR ABOUT 10 YEARS
CORPORATE (C-90, CITATION, FALCON 10)
FOREIGN AIRLINE AS INSTRUCTOR
ASI AT SLC FSDO SINCE ‘88

## Crew Resource Management:

* ****“******The effective use of all available resources needed to complete a safe and efficient flight.”***

**Notes:**
WHAT IS CRM, ANYWAY?!
A LOT MORE THAN JUST HOW TO USE CHECKLISTS
A VAST AREA ENCOMPASSING A WIDE SPECTRUM OF DISCIPLINES
EACH COULD BE A FULL SEMINAR IN ITSELF

## Objectives:

**Human factors that cause accidents**
**Critical success factors and elements**
**Concepts and tools of aircrew coordination training (CRM/ACT)**

*We will explore:*

**Notes:**
WE WILL TRY TO LEARN ABOUT:

HUMAN FACTORS
PILOTS ARE HUMAN
WE ALL HAVE SHORTCOMINGS, WEAKNESSES . . .

CRITICAL SUCCESS FACTORS
BASICS THAT WILL “MAKE OR BREAK” SAFETY 	EFFORTS

CONCEPTS AND TOOLS:
PRACTICAL THINGS AVIATORS CAN DO THAT WILL 	HELP IMPROVE SAFETY

## Goals of CRM:

* **CRM should provide pilot with:*
*KNOWLEDGE** **of concepts and procedures*
*ATTITUDE** **which recognizes the importance of good aircrew coordination to safety.*
*SKILLS** **to effect implementation of knowledge*

**Notes:**
GOALS OF CRM:

These are the CRITICAL SUCCESS FACTORS for any endeavor

IMPART NEEDED KNOWLEDGE TO ENABLE 	INFORMED ACTION

CREATE AWARENESS OF ATTITUDES THAT CAN LEAD TO TROUBLE, OR THAT CAN HELP FOSTER 	SAFETY

DEVELOP SKILLS NEEDED TO EFFECTIVELY USE KNOWLEDGE AND GOOD ATTITUDES

GOOD CRM DOES NOT ERODE PIC AUTHORITY! IT IS A PIC’S RESPONSIBILITY TO PRACTICE GOOD CRM IN THE INTEREST OF SAFETY.

## Quick analysis of past mishaps

**Notes:**
THE HISTORY

LOTS OF IMPROVEMENT OVER THE LAST 35 YEARS
ACCIDENTS DOWN
LEVELED OFF
ACCIDENTS ARE STILL HAPPENING!  HOW CAN WE        IMPROVE EVEN FURTHER? 

## Who’s having accidents?

**Notes:**
WHO’S CAUSING ACCIDENTS?

	PILOTS!

OTHER FACTORS ARE RELATIVELY SMALL PERCENTAGE . . .

## Who’s having accidents?

**Notes:**
FLIGHT CREWS, PILOTS, THAT’S US, ARE TO BLAME!

## Typical aircrew errors

*Loss of **situational awareness*
*Violation of **FAR** *
*Departure from proven **procedures*
*Poor judgment or decision making*
*Preoccupation** with minor mechanical problems*

**Notes:**
TYPICAL REASONS FOR ACCIDENTS:

LOSS OF SITUATIONAL AWARENESS--Not thinking about what’s important . . .

ABUSING THE REGULATIONS--Some don’t realize that much of the FAR is literally written in blood--

FAILURE TO FOLLOW COMMONLY KNOWN SAFE PROCEDURES

POOR JUDGMENT--MANY CAUSES (KNOWLEDGE, SKILLS, ATTITUDES, + EXPERIENCE, promote development of judgment)

PREOCCUPATION--Brain up and locked, etc. . . .

## Typical aircrew errors

*Delegate** tasks*
*Assign** meaningful responsibilities*
*Set priorities*
*Lack of **monitoring*
*Failure to use available **information*
*Failure to **communicate** plans, problems, etc.*

*Typical aircrew errors*

**Notes:**
Piloting involves leadership.  Effective leaders:
Delegate work. Why try to do it all yourself?
Assign MEANINGFUL responsibilities--not demeaning trivia
Set appropriate priorities
Monitor, or observe what’s happening with goals of the mission always in mind.
Use all available information to advantage to accomplish goals
Communicate effectively

## The Aircrew Coordination (AC) Cycle

**Notes:**
THE AIRCREW COORDINATION CYCLE

Tool to be applied throughout every flight
It is a systematically organized, practical and effective operational approach to coping with challenges as an integrated flight crew.

##  Critical Success Elements

**Notes:**
CRITICAL SUCCESS ELEMENTS

The CRITICAL SUCCESS FACTORS (knowledge, skills, attitudes) are too general to work with

CRITICAL SUCCESS ELEMENTS divide the CRITICAL SUCCESS FACTORS into elements that are specific enough to be approached.

We will discuss each of these elements in some detail:
Aircrew communications
Command Authority
Policy and regulations
Available resources
Workload performance
Decision making
Situational awareness
Operating strategy

You could base an entire career on EACH OF THESE ELEMENTS!  
CRM is not just one isolated subject!

## Purpose of P&R:

* **“**Accomplish the mission safely!”*

**Notes:**
Section 2:
Policy & Regs.
WHY ARE WE HERE?!

If everyone always did everything right the first time, then there’d be no FAA, no safety problems and probably no need for pilot licenses, even . . .

This lecture is designed to point out some ideas and tools that are important to safety of operations, since we are not perfect.

The PURPOSE of policies and regulations is to “ACCOMPLISH THE MISSION SAFELY!”

## Guiding Principle:

*“**Everyone knows the regulations and procedures and will comply.”*

***(Fatal assumption?)***

**Notes:**
This sounds crazy, but most operate under this assumption!

Sounds dangerous, but our system of government--our social norms--are based on the assumption that everyone KNOWS the rules and WANTS to abide by rules.

Does this always work?  Noooooooo!

That’s why regulatory agencies, law enforcement agencies and training efforts are so essential.

It is our responsibility to work within the framework of the rules and regulations as we constantly juggle the operational risk “trade-offs” between getting the job done efficiently and staying safe.

## Depart from P&R? 

*Would YOU . . . *

**Notes:**
So, would YOU ever go counter to a regulation or procedure that is PROVEN to be to YOUR advantage?!

Well, you might under the right circumstances
So, when/why . . .

## Inadvertent Departures

***Attention***
***Memory***
***Attitude***
***Stress***

**Notes:**
ATTENTION: We can focus attention on only one thing at a time. 
We rapidly shift attention from one thought to another
If one thought dominates, then we might not notice departure from procedure and rules in some other area.

MEMORY: Info is lost over time
Some is rejected as not important
Some repressed because it doesn’t fit our beliefs
Details are lost over time
Info may just be “misfiled”, not to be found when needed

ATTITUDE: Significant predictor of a person’s behavior
To be safe a pilot must DESIRE to comply
Crews with a negative attitude toward rules and procedure are statistically more likely to have an accident!

STRESS: Some stress is normal and desirable
If too low--complacency
If too high--pilot won’t be able to sort through the flood of inputs to identify deviations from policy and procedure.
Pilot will fall back on emotional, physiological responses that result in changes in performance.

## Purposeful Departures from P&R . . .

***Mind traps***
***Disregard for “silly” rules***
***Pressure***
***Unwise commands***

**Notes:**
PURPOSEFUL departures from P&R due to NECESSITY

MIND TRAPS:
Habitual disregard for “silly” rules . . . Every day we break rules in the interest of expediency. “How are we going to get around this rule?”  This is often done w/o thought to possible consequences, or basic reason for the rule to begin with . . .

Pressure(real or perceived) from others
Authority figures
Peers (ridicule)

Unwarranted command from a superior--DIFFICULT SITUATION!
Must develop tactful ways to question commands
“This is stupid!” assertive statement to shock into awareness
Be careful here!
Clearly state situation, get feedback, decide what to do.  Plan carefully and set definite limits
Communicate the plan!

## 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***

**Notes:**
Section 3:
Command Authority
Command Authority is a term used by USAF, and is a study of management styles and sources of power in an organization. Too deep a study for now . . .

Valuable ideas:  POSITIVE TRAITS
IN CONTROL: not unduly influenced . . .
EMOTIONAL DISTANCE: Able to separate business of flying from personal problems
MISSION ORIENTED COMPARTMENTALIZERS: Able to isolate full attention to safety of flight (business owner-pilot scenario)
SYSTEMATIC, METHODICAL AND PREDICTABLE

## Negative Flight Crew Characteristics

***Not spontaneous***
***Can and do become complacent as we get better***
***Do meaningless “rituals” - a trap***
***Need “positive feedback”***

**Notes:**
NEGATIVE TRAITS

Not spontaneous, or able to adapt to new situation and to think feet
Prone to complacency
Meaningful rituals in the name of safety or efficiency without good reason
Requiring “positive feedback” from others in order to go forward (lack of confidence .  . .)

## Assertiveness

***Excessive professional courtesy***
***Halo effect***
***Copilot syndrome***

**Notes:**
Related to command authority is CREW MEMBER ASSERTIVENESS.  Some situations may make an aviator hesitant to speak up when faced with a potential safety problem

EXCESSIVE PROFESSIONAL COURTESY:  Hesitancy to say anything for fear of insulting the other pilot’s skills, especially if that pilot is a friend or superior:
“We might be a little slow . . .” when a stall is imminent
“We might be a little low . . .” when actually we’re below DH with no airport in sight anywhere!
Must be definite and firm . . .

HALO EFFECT:  Hesitancy to speak up when the erring pilot is known to be an expert, or has more experience than yourself:
Accelerated checkouts because “he has so much experience . . .”
“That intrepid ace can surely handle a that airplane” (or weather, etc.)
“Oh, but he’s an FAA inspector.  Surely he’s OK . . .”
Halos can blind need for full training program!

COPILOT SYNDROME:  “What can he know? He’s only the (scrapings of the earth, low down, . . .) copilot . . .”

## The Assertive Statement

***5 Steps:***
***OPENING***
***STATE CONCERN***
***STATE THE PROBLEM***
***OFFER A SOLUTION***
***OBTAIN AGREEMENT***
***“******This is stupid!”***

*Ways to overcome these traps:*

**Notes:**
One proven method of assertiveness:  The “THIS IS STUPID!” statement
Get immediate attention
Uses shock effect
Gets others to listen to your perception of a potentially unsafe situation

You might say, “Dilbert, I’m very uncomfortable with taking off in the face of that line of level 12 thunderstorms!  I think we should wait until it blows over.  What do you think?”

You’ve told him you think he’s stupid without making him angry! Neat trick! No?

## Authority/Assertiveness

*Crew Incapacitation:*
***Obvious***
***Subtle***
***“******Two-Challenge Rule”***

**Notes:**
OBVIOUS INCAPACITATION is easy to see
BUT
Subtle is not always easy to recognize . . .

TWO-CHALLENGE RULE:
If no response the first time, then try again
If no response after the 2nd try, ASSUME OTHER PILOT TO BE INCAPACITATED and take action!
Pilot could be:
Beginning to become sick (food, etc.)
Could be distracted by:
Stress
Work overload
Loss of situational awareness
Caught in some undefined mind trap . . .

Each pilot can’t assume that the other is keeping everything in order. Excessive courtesy and halo effect can play a part in incapacitations . . .
This needs to be a part of the plan of operation . . .

## Conflict Resolution Techniques: Destructive Patterns

***Apologize prematurely***
***Refuse to take flight seriously***
***Withdraw, evade, walkout***
***Use intimate knowledge (below belt)***
***Bring in unrelated issues***
***Make Hollow promises***
***Attack indirectly***
***Demand more (must win)***
***Store hurts***
***Use belittling humor***

**Notes:**
CONFLICT RESOLUTION--DESTRUCTIVE TECHNIQUES:
Nothing worse than a fight on the flight deck! (Schultz)
Premature apology: Breaks down communications when most needed.
Refuse to take the flight seriously: unprofessional conduct!
Withdraw, evade, Walkout: Not in the best interest of safety, leaving other pilot in emotional state to cope alone
Use intimate knowledge: “Ha! You can’t tell me I’m wrong. I know you’ve had your license suspended twice by FAA!”
Bring in unrelated issues:  Muddy the waters and fan emotional flames
Make hollow promises:  erodes confidence in you when you don’t follow through.
Attack Indirectly:  Sneaky and immature behavior
Demand more, just to feel triumph of winning out
Store hurts: Hold a grudge
Use belittling Humor: Immature behavior

## 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***

**Notes:**
GOOD WAYS TO RESOLVE CONFLICTS:
Take time to discuss issues
Express you feelings (+ & -): don’t hold them inside
Replay other person’s feelings: put yourself in their shoes
Define issued clearly
Look for points of agreement
Look for points of vulnerability and deal with them in a positive way
Determine depth of feelings
Offer self corrections: admit your own mistakes
Recognize spontaneous humor and signs caring. Don’t be closed and cold to other’s overtures to reconciliation.

## Command Authority

*When there is disagreement: *
*“**Conservative Response Rule”*

**Notes:**
CONSERVATIVE RESPONSE RULE:
When there’s conflict, buy time and make decision on the conservative side.
Take the course of action that will lead to the least possible damage, just in case you’re wrong and the other guy is right.

## Communications

* **Levels*
* **Poor*
* **Good*
* **Effective*

**Notes:**
Section 4:
Communications
3 LEVELS OF COMMUNICATIONS

POOR:  the message is not even received, resulting in confusion

GOOD:  You have gotten your message across, but the receiver has not responded with the desired action

EFFECTIVE:  The message is not only received, but it has resulted in the action you wanted.

##  Process of communications

**Notes:**
Encode/Decode: After message gets through the barriers, it is decoded in our minds, an idea forms, is encoded, and response is transmitted back through the barriers again.
All encoding and decoding is passed through the filters of our personalities--the sum total of our past experiences. If vast differences exist in personality, then this encode/decode will result in loss of communications and frustration.
Prejudice or bias reduces communications to nil
Barriers: anything that distorts, confines or interferes with communications:
 Physical/mental barriers
Noise or static
Multiple communications
Fatigue or stress
Distractions
Incomplete message
Ambiguous wording
Jargon or technical words
Non-standard phraseology
Insufficient information
Overly complex message
Interpersonal

## Barriers. Anything that distorts or interferes with communications:

***Noise, static***
***Multiple communications***
***Fatigue, stress***
***Distractions***
***Incomplete message***
***Ambiguous wording***

***Lack of credibility***
***Lack of rapport***
***Thing in personal terms***
***Jargon***
***Boring***

**Notes:**
EXAMPLES OF BARRIERS TO COMMUNICATIONS

## 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***

**Notes:**
TEST EFFECTIVENESS OF YOUR COMMUNICATIONS:
GET FEEDBACK
APPROACHES THAT WORK:
Don’t get personal--deal with behavior
Focus on objective ideas--advice will sound like personal opinion and is likely to be rejected
Focus on WHAT is said, not why. “Why” starts to get personal, and causes rejection
Limit your ideas to what can be used right now--stay off the lecturer’s soap box.

## Hidden Agenda:

*Withholding information for personal reasons*
***Insures loss of communications***
***Hard to detect***
***Taints judgment***

**Notes:**
HIDDEN AGENDAS:  Withholding information to further personal goals:

“Ahhh!  The icing can’t be all that bad.  We can handle it . . .” might be used to mask true desire:  get home for that big dinner date tonight.

## Responsibility! 

***Sender***
***Be clear & concise***
***Consider the environment***
***Address receiver’s needs***

***Receiver***
***Active listening***
***Interpreting***
***Evaluating***
***Responding***

**Notes:**
Communicators (that’s everybody!) have responsibilities:

Be clear & concise
Consider environment
Address other’s needs
Use active listening (don’t twist what you hear to make it into what you’d LIKE to hear!)
Active interpreting
Active evaluating
Active responding

##  Workload Performance

**Notes:**
Section 5:
Workload Performance
We might not always have full control over total workload, but we CAN recognize its effects and take some action.
Awareness is critical
OPTIMUM WORKLOAD: Everything works great here!  We’re challenged enough to stay awake and alert; not overburdened to the point where performance breaks down.
WORKLOAD TOO LOW: No challenge. Boredom, dissatisfaction and complacency set in.  You’re open for mistakes because your thinking is not focused on what really matters!
WORKLOAD TOO HIGH: Trouble begins! 
SLOJ: Sudden loss of judgment
Irrational responses to problems
Exhaustion
Illness
Low self-esteem (“I’m just not very good at this . . .!”)

Each individual has a different optimum workload levels
Variable with TASK:
A simple task can be done under high workload
Complex tasks are less forgiving of in high workload situations.

## 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.***

**Notes:**
We can classify workload for better analysis:

CRITICAL:  Must do something NOW to prevent a catastrophe

IMPORTANT:  If something isn’t done soon, this will become a critical item

ROUTINE:  A normal occurrence, but if left long enough this could become an important item (then, ultimately elevate itself to critical if left unresolved even longer)

##  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)***

**Notes:**
What do people do when the workload gets too high?

Work faster--trying to keep up when you know you’ve gotten behind

Overall view of the flight becomes shorter--the big picture of the purpose and scope of the mission is lost

Attention becomes tunneled--As if looking through a soda straw, you will fixate an inordinate portion of attention on one item.  It may not even be an item that should receive such honor at the time . . .

Revert to old habits--either good or bad . . .
This is where frequent, consistent, energetic, high-quality training pays off!  Effective training can wipe out old bad habits and establish new and better ones.

## Recognizing High Workload

***Individual workload****** ******tolerance varies****** ***
***Difficulty adhering****** ******to normal performance standards***
***Errors, ******erratic performance***
***Getting away from****** ******good fundamentals****** ******of aircraft control***
***Uncertainty, indecision, discomfort***
***Losing normal scan, tunnel vision, fixation***
***Temporal distortion***
***Hesitant, confused speech***

**Notes:**
When workload begins to exceed safe limits, it is not always easy to recognize.  You’re sometimes too deeply immersed in the situation to fully perceive it.

Some tools to recognize encroaching high workload. Try to be alert for:

Difficulty sticking to normal performance standards (heading, altitude, hearing radio calls, etc.)
Errors or erratic (unpredictable or inconsistent) performance
Uncertainty, indecision, discomfort (that nagging feeling-you just can’t put your finger on it . . . )
Loss of good instrument scan--tunnel vision and fixation
Temporal, or time, distortion--A few seconds seem like eternity, half an hour goes by in a flash and feels like five minutes.  Fixation on past, present or perceived future events at the sacrifice of the big picture.
Hesitant or confused speech (often apparent on ATC tapes just before an accident . . .)

## Protecting against high workload

***Intimate ******KNOWLEDGE****** of the business***
***Professional ******ATTITUDE***
***SKILL****** to fly without excessive attention to aircraft***

**Notes:**
Ways to protect yourself once overload is recognized:

Constantly reinforce the critical success factors:
KNOWLEDGE
ATTITUDES
SKILLS

THIS IS A NEVER-ENDING LIFE WORK . . .

## Managing High Workload

*Delegate*
*Prioritize*
*Expand time available*

**Notes:**
HIGH WORKLOAD can be tackled by:

Delegating tasks to others, as feasible, to lighten your own burdens

Prioritize--do the most important things first!  Easy to say, maybe hard to do.  Judgment . . .

Expand available time--Put off less important tasks until later; break large tasks up into a series of smaller ones . . .

##  Work load too low

*Boredom*
*Fatigue*
*Frustration*
*Dissatisfaction*

**Notes:**
The mind must be kept busy with something useful
If workload is too low then:

Boredom
Fatigue
Frustration
Dissatisfaction

can all move in to distract attention away from the work at hand.

##  Distractions

*Operational Vs. non-operational: *
***One thing at a time . . .***
***Length of Attention . . .***
***Large number of stimuli: (overload!)***

**Notes:**
What do we do about distractions?
Operational distractions are unpredictable things that happen in the course of flight operations (ATC calls, minor malfunctions, charts disappearing under the seat, etc . . .)
Non-Operational distractions are things that have nothing to do with flight operations, but are distraction, nevertheless . . .

How to fight back:
Take one thing at a time . . .
Try not to allow your attention to dwell on a distraction too long. The longer you give it attention, the more important it will become to you!
It there are a large number if workload items and distractions, all working on you at once, attention can become overloaded.  
Use judgment to selectively ignore distractions
Fall back on PRIORITIZATION
Try to delegate some of the work . . . (?!)

## 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***

**Notes:**
Dealing with distractions:

IGNORE: Ignore anything that doesn’t have to do with aircraft control and hazard avoidance. Plan to reduce or avoid distractions at critical points in the flight.

DELAY: Some distractions can wait a while!

DELEGATE:  Maybe you can get somebody else to do it?!

HANDLE IT: But if the distraction needs attention now, then handle it!  It is important to not become fixated on the distraction at the expense of aircraft control or hazard avoidance.

STERILE COCKPIT is a tool used to reduce distractions.

USE JUDGMENT--developed from TRAINING AND EXPERIENCE, and an open attitude.

## Stress

* **Can result in:*
***Distress***
***Anxiety***
***Oppression***
***Affliction***

***B******ody signals:***
***Headaches***
***Heartburn***
***Cramps***
***Fatigue***

**Notes:**
STRESS:  Any activity that requires us to cope.
STRESS becomes DISTRESS when it becomes unmanageable
RESULTS:
Anxiety
Oppression
Affliction
BODY SIGNALS--Primitive “fight or flight”:
Headaches
Heartburn
Cramps
Fatigue
Heart rate up
Adrenaline flow increases
Pituitary gland secretes ACTH (a stress hormone)
Liver secretes cholesterol
Kidneys increase their activity
Blood vessels constrict
Brain increasingly alert

“Bookkeeping formula”: 
	 STRESS = (DEMANDS) - (COPING SKILLS).  
	Could go into the hole . . .

## Stressors:

***Cold/heat/light***
***Danger***
***Living conditions***
***PERSONAL***
***INTRAPERSONAL conflict***
***Hereditary traits***
***INTERPERSONAL***
***Personality conflict***
***Mistrust***
***Lack of support***
***Poor communication***
***PRIVATE LIFE***

*Stressors:*

**Notes:**
STRESSORS:  Many common things in ordinary life are sources of stress.
Psychological
Physical
Social
ENVIRONMENTAL - Fairly obvious, but often ignored
PERSONAL - Type A behavior (driven achievers . . .)
INTRA vs. INTER personal . . .
PRIVATE LIFE (GO TO NEXT SLIDE NOW . . .) 

## 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***

**Notes:**
Practically everything we experience in life can be a source of stress.

Each of us is affected differently by these things . . .
We must be AWARE of their potential effects . . .

## Frequent Causes for a failing aviator

***Recently engaged***
***Marital problems***
***Divorce***
***Relationship difficulties***
***Major career decision/change***
***Trouble with superiors or peers***

**Notes:**
Some stresses are notorious for causing an aviator to start to “come unglued”
Some good indicators of trouble:
Increased or start of smoking or drinking (anesthesia)
Trade auto (image)
Wreck auto in last 6 mos (especially if DUI)
Risk taking (bravado)
Sexual misconduct (proving self)
use of aircraft (dangerous acts)

## 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***

**Notes:**
So what do we do about this mess?!

ORGANIZE--Take better control of the ways you’re spending your time and energy.
CHANGE ENVIRONMENT--Control what and who is surrounding you to get rid of stressors and gain support for yourself.
BUILD STRENGTH--Good physical condition helps you to stand up against your stressors.
LISTEN TO YOUR BODY--It will let you know when you’re pushing too hard (headache, stomach, etc.) SOW DOWN!
LEARN TO RELAX--Just 20 minutes practicing a good relaxation technique can do wonders to clearer thinking and decision making.
LAUGH--Humor is good stuff for stress control . . .
SUPPORTIVE NETWORK--Hang out with those who are positive and supportive. You’ll live longer and healthier!

## Available Resources:

*Available Resources:*

**Notes:**
Section 6:
Available Resources
People, equipment and information that can contribute to a successful flight and the prevention of error during the flight.

Many accidents occur because the crew doesn't use all available resources. 
Available resources need to be incorporated into the aircrew coordination cycle--which is the entire process of flight.

## Internal Resources:

*Pilot*
*Copilot*
*Crew*
*Equipment knowledge*

**Notes:**
Resources can be INTERNAL or EXTERNAL

##  External Resources:

***Other pilots via Pireps & communications***
***ATC***
***Tech reps & maintenance personnel***
***FSS***
***Time (think ahead, space out tasks)***

**Notes:**
EXTERNAL RESOURCES are all well known, but are of little use if not included in the thinking processes of flight.

## Synergy:

*Synergy:*

**Notes:**
A MAGICAL thing happens when all of your resources are tapped . . .

You get MORE than the sum of the individual pieces.

This is 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.

THINK ABOUT IT!

## Situational Awareness:

*Situational Awareness:*

**Notes:**
Section 7:
Situational Awareness
Many of the items we’ve talked about might remind you of the need to know what’s happening to you.
SITUATIONAL AWARENESS: “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.”
If an aviator is to be safe, and not controlled by fickle luck, then “the head must not be in the sand” nor can “hands be over face” to make bad things go away . . .
Simplistic? Maybe, but how often are these simple principles overlooked?!

## Maintaining good situational awareness:

***Critical Success Factors:***
***Knowledge  (plus experience/training)***
***Attitude***
***Personal health***
***Crew coordination***
***Inquiry***

**Notes:**
Some basics must be in place before SITUATIONAL AWARENESS can be expected:

KNOWLEDGE of not just airplane and airmanship, but of the elements of CRM and their effects of performance. 
EXPERIENCE in not just handling the airplane and flight situations but also in recognizing and dealing with the elements of CRM.
TRAINING not only in aircraft systems and limitations, and general airmanship, but also in the elements of CRM.
ATTITUDE that is open to facing personal weaknesses.
PERSONAL HEALTH to sharpen the senses.
CREW COORDINATION to gain benefits of team effort.
INQUIRY--Active questioning, scrutinizing, investigation, and use of aggressive skepticism.
ASSERTIVENESS--Sense of obligation to speak up . . .
ANALYSIS--Continuous evaluation of everything to keep the “plan” up to date.
CRM is an ESSENTIAL and INESCAPABLE part of the making of a good aviator!

## Causes of loss of situational awareness:

***Fixation***
***Ambiguity***
***Unresolved disagreement or discrepancy***
***Complacency***
***Euphoria***
***Gut feeling***
***Distraction***

**Notes:**
Some sure ways to loose situational awareness are:
FIXATION: Giving all of your attention to one thing . . .
AMBIGUITY: Unclear situations need to be “cleared up” 
UNRESOLVED disagreement
COMPLACENCY: “I’ve done this a hundred times . . .”
EUPHORIA: “Everything is just fine!”
IGNORING GUT FEELINGS: Subconscious is warning . . .
Allowing DISTRACTIONS to get too much attention.

## Minimizing loss of situational awareness

***Illness?***
***Medication?***
***Stress?***
***Alcohol?***
***Fatigue?***
***Eating?***

**Notes:**
If you want to set yourself up for good situational awareness, then:

ILLNESS: Don’t go!
MEDICATION: Caution! See MD
STRESS: Insidious
ALCOHOL: Get real! Don’t even dream of it!
FATIGUE: You’re not Superman
EATING: Enough but not too much. Quality. Purity.

MUST BE RECOGNIZED AS FACTORS AND CONTROLLED

## I		ILLNESS?

**M****	****MEDICATION?**
**S****	****STRESS?**
**A****	****ALCOHOL?**
**F****	****FATIGUE?**
**E****	****EATING?**

***The****** ******“I’M SAFE”****** ******checklist***

**Notes:**
A neat trick to help you to remember these things is the “I’m Safe” checklist:

I	ILLNESS?
M	MEDICATION?
S	STRESS?
A	ALCOHOL?
F	FATIGUE?
E	EATING?

##  Decision Making

*A multitude of factors:*
***Knowledge***
***Training***
***Experience***
***Attitudes***

**Notes:**
Section 8:
Decision Making
DECISION MAKING and JUDGMENT are easily spoken in the same breath.
Can JUDGMENT be taught?
Yes! But only indirectly by providing opportunity for:
Training 
Experience
Skills
These ingredients are assimilated by the pilot and are the nutrients needed for the growth of JUDGMENT.
Aviators synthesize their own judgment from these raw materials.

## Sudden Loss of Judgment

***Helicopter mind trap***
***Airshow Syndrome***
***Perceived Pressure***
***Halo Effect (expired experience)***

*Special Situations:*

**Notes:**
An embarrassing, and often fatal, SUDDEN LOSS OF JUDGMENT can result from:

Helicopter mind trap: “This thing can be set down anywhere, so if it gets too bad I’ll just land  . . .”

Airshow syndrome: “I’ve got to put on a really good show! Can’t let’em down . . .”

Perceived pressure: The ILLUSION that either peers or superiors are pushing you to go ahead with a flight.

Halo effect:  This is expired experience!  Maybe this pilot used to be really great, but is he still . . . Halos can be placed by others, or by the pilot himself! (ego?)

## Hazardous Attitudes

*Anti-authority*
*Impulsivity*
*Invulnerability*
*Macho*
*Resignation*
*Get There-itis*

**Notes:**
An attitude is a manner, or style, of thinking not necessarily backed up by any reasoning or logic.
Some attitudes are dangerous!

ANTI-AUTHORITY: Some people just don’t like to be told what to do. They think, “Don’t tell me!” They may think rules, regs and procedures are silly or unnecessary. You may ALWAYS question authority if you feel it is in error, but never brush it off or ignore it. (Antidote: Follow rules-usually right)
IMPULSIVITY: “Let’s do something NOW!” Act now, think later? (Antidote: Not so fast. Think first)
INVULNERABILITY: “that could never happen to ME!” (Antidote: It could happen to me!”
MACHO: “I can do it!” attitude. Trying to prove self. Sign of insecurity . . . (Antidote: Taking chances is foolish.)
RESIGNATION: “What can I do about it . . .?” (Antidote: I’m not helpless. I can make a difference.)
GET THERE-ITIS: Late is better than never . . . 

## Risk Evaluation

- AESOP MODEL

**Aircraft**

**Environment**

**Situation**

**Operations**

**Personnel**

**Notes:**
An easy way to remember the major factors in RISK MANAGEMENT, which is what decision making really is:

AIRCRAFT: Appropriately equipped? Capable? Airworthy?
ENVIRONMENT: Weather? Terrain? Obstacles? Hazards?
SITUATION: Changes? Alternatives? Evaluate effects?
OPERATIONS: Have I done this before? What difficulties are involved? what if it doesn’t go as planned?
PERSONNEL: Qualifications? Currency? Fatigue? Illness? Stresses?

## Please be back in 10 minutes

**Please be back in 10 minutes**

## +

*+*

**Duties**

*+*

***SCOP***

**Aircrew Cycle**

**Notes:**
Section 9:
Operating Strategy
SCOP: Standard Crew (Cockpit) Operating Procedure
We must have an OPERATING STRATEGY--a plan for doing business
Operating Strategy = Aircrew Cycle + Duties + SCOP
Here’s where we lay out a practical plan for putting all of the above abstractions and high-flung theory to work. 
Duties should be defined in detail (see my handout). If not, then command authority, communications and situational awareness are weakened.

## SCOP

***	******A specific technique for effecting good situational awareness, decision making and communications***

**Notes:**
A SCOP (or SOP . . .) is:

A specific technique for effecting good situational awareness, decision making and communications.

There is more than one way to acheive this!

## Standard Cockpit Operating Procedure (SCOP)

***Who ******flies***
***Who ******briefs****** what and when***
***Callouts: ******who makes them and when***
***Who does ******miscellaneous****** procedures***
***Checklist****** use (style and procedure)***

**Notes:**
A good SCOP defines:

Who flies
Who brief who, and when
Standard callouts
Who does miscellaneous duties and procedures
Style usage style.

## Briefings: PIC briefs SIC

***Filed flight plan***
***Weather conditions***
***Itinerary, delays, stopovers, etc.***
***PIC/SIC, PF/PNF assignments***
***Question SIC about:***
***Fuel loaded***
***Preflight inspection***
***Load manifest, W&B***
***Answer questions***

**Notes:**
BRIEFINGS are an important part of the SCOP
Increase situational awareness
Use available resources
allow synergy to operate

2-PILOT OPS: PIC must brief the SIC
If single-pilot ops, make sure you consciously take time to “brief” yourself

ITEMS TO BRIEF:
Filed flight plan
Weather conditions
Itinerary, delays, stopovers, etc.
PIC/SIC, PF/PNF assignments
Question SIC about:
Fuel loaded
Preflight inspection
Load manifest, W&B
Answer questions

If no PIC/SIC briefing, then copilot syndrome is reinforced!

## Briefings: Before takeoff briefing

***Initial heading & altitude***
***Review critical “V” speeds***
***A******dvise of malfunctions & emergency action***
***B******ackup power settings***
***Standard ******C******allouts***
***Any Questions?***

**Notes:**
Unless you want to risk the chance of deviating from clearance, or a near-miss, or just plain confusion, then brief before takeoff!
If Single-pilot ops., brief yourself . . .
Briefing casues crew to consciously consider at least these important factors:
Initial heading & altitude
Review critical “V” speeds
Advise of malfunctions & emergency action
Backup power settings
Standard Callouts
Any Questions?

SAMPLE for IFR flight in a C-90 King Air: “ After takeoff it’s runway heading to 8000 for vectors to V-123, then as filed. Vmc 90, rotate 97, Vyse 107, Vy 111. If there’s a problem on the ground, I’ll abort takeoff. If airborne, we’ll ask for an ILS back to this runway. Advise me of any malfunctions. Back me up on all powersettings. Give me standard callouts. Any questions?”

## Briefings: Approach briefing

***Name & location of IAP***
***Field elevation***
***Final approach crs. description***
***Name of final approach fix***
***DH/MDA timing***
***Missed approach procedure—at least first heading and altitude***
***Any questions?***

**Notes:**
An approach briefing is needed for same reasons as before takeoff briefing--awareness and avoidance of mistakes:

Briefing needs to cover at least these important points:
Name & location of IAP
Field elevation
Final approach crs. description
Name of final approach fix
DH/MDA timing
Missed approach procedure—at least first heading and altitude
Any questions?

SAMPE for IFR IAP:  “We’ll do the ILS to 17 at Salt Lake, elevation 4227. The localizer is 111.5, 165 degrees. Cross FAF TIFUL, 7 DME, at 6000 feet, DH is 4247.  If we miss we climb to 5800 the up to 10,500 to hold at Fairfield VOR. Any questions?”

## Checklists

***Ensure proper configuration of aircraft***
***Basis for procedural standardization***
***A collection of task lists***

**Notes:**
CHECKLIST is a very good habit to have!
Ensures proper configuration of aircraft
Basis for procedural standardization
Is a collection of task lists

## Normal Checklist:

***Verifies aircraft configuration***
***Provides sequential framework***
***Allows for cross-checking***
***Dictates crew duties***
***Enhances the team concept***
***Quality control tool***
***Reduces reliance on memory***
***Helps prevent exceeding aircraft limitations***

**Notes:**
The normal checklist is the biggest problem. It is the most often abused.
Emergency checklists get full attention--Normal checklist is so routine that it is often slighted.
Normal check is very importatn to safety:
Verifies aircraft configuration
Provides sequential framework
Allows for cross-checking
Dictates crew duties
Enhances the team concept
Quality control tool
Reduces reliance on memory
Helps prevent exceeding aircraft limitations

## Excuses!

***I don’t use checklists because—***
***They take too much time . . .***
***I know my airplane so well . . .***
***They are too much work . . .***
***I fly a simple airplane . . .***

**Notes:**
There are many excuses for cheating, or even skipping, checklists:
They take too much time . . .
I know my airplane so well . . .
They are too much work . . .
I fly a simple airplane . . .

## Checklist philosophy

*Methods of Use:*
***Call-do-response (“cookbook”)***
***Challenge-Verification-Response (checklist backs up flow patterns)***

**Notes:**
There is more than one way to approach use of a checklist:

Call-do-response (“cookbook”):  Not the best method.
checklist is not “instructions”. If you don’t know how to fly this airplane then . . .
Provides not redundancy
Can cause too much chatter on the flight deck--distraction.

Challenge-Verification-Response (checklist backs up flow patterns):  Preferred method!
You may call out item and wait for response, but there’s an even better way:

First, perform a memorized flow pattern
THEN, callout item and wait for response

## Redundancy

***Memory Vs. Checklist***
***Inter-crew checking***
***Once isn’t enough!***

**Notes:**
Why flow pattern first?  REDUNDANCY!
Once is NOT enough!
This method
Reduces dependence on our dubious memories
Forces inter-crew checking: You check an item once in the flow pattern. The other pilot checks it again.

ONCE IS NOT ENOUGH!

## Checklist Pitfalls

***Memory only - no checklist backups***
***Checklist pulled by habit, but not used***
***Checklist left entirely up to the PNF, w/o checking for action or response from PF (all talk-no action!)***
***”******Shortcutting”-Calling several items at once, failing to verify action for each***
***Failure to declare completion of checklist***

**Notes:**
There are many evil things pilots can do with the checklist, all imorialized in aluminum wreckage:

Memory only - no checklist backups (no inter-crew chk)
Checklist pulled by habit, but not used (Yes, it hapens!)
Checklist left entirely up to the PNF, w/o checking for action or response from PF (all talk-no action!) No crew inter-action!
”Shortcutting”-Calling several items at once, failing to verify action for each. A real trap!
Failure to declare completion of checklist. Causes confusion, and can devastate situation awareness.

## Performance factors

***Perception***
***CRM***
***Interruptions and distractions***
***Maintenance***
***Checklist ambiguity***

**Notes:**
Critial factors that must be in order for the checklist to be correctly used:

Perception:  Fully aware of the prolbems--what can go wrong
CRM:  Fully aware of ALL factors of CRM, as I’ve outlined . . .
Interruptions and distractions:  Aware of the problem of distractions and how to handle them
Maintenance: Checklist physically unreadable, pages coming out or missing, print too small, smeared with soda pop and chocolate, etc.
Checklist ambiguity: the possibility that the checklist doesn’t say what the writer hoped it would.  Doesn’t communicate when it’s most needed!

## Normal ChecklistsCues

***Preflight inspection***
***Before Starting Engines***
***Taxi***
***Before Takeoff***
***Lineup***
***After takeoff/climb***
***Cruise***
***Descent***
***In-range***
***Descent***
***Approach***
***Before Landing***
***After landing***
***Shutdown***

**Notes:**
It can help if a crew have specific, standar points in the progress of a flight where each checklist will normall be done.
This does not mean that a check may not be started earlier--just that it must be formally started and run to its conclusion at this time. (see handout “Practical Guide . . .”):
Preflight inspection: Arrive 1 hr. early. Shift attention to flight
Before Starting Engines: After door is closed, pax briefed
Taxi: Out of chocks
Before Takeoff: Arriving at runup area, or end of active rwy.
Lineup: Cleared by tower for takeoff (or t/o decision made)
After takeoff/climb: 500 or 1000 ft. above airport.
Cruise: reaching cruise altitude
Descent: Beginning descent into terminal area.
In-range: 50 or 100 miles out (sometimes combined)
Approach: Cleared for IAP or IAF, base leg at latest . . .
Before Landing: FAF inbound (IFR); TPA or 3 miles (VFR)
After landing: Off rwy.
Shutdow: In chocks again.

## Checklist Design

***Subdivide long lists into usable chunks***
***Make a checklist for each phase of flight***
***Preflight***
***Before starting***
***Taxi***
***Before takeoff***
***Climb***
***Cruise***
***In range***
***Descent***
***Approach***
***Before landing***
***After landing***
***Shutdown***

**Notes:**
Every flight has definite phases. There should be a checklist for each phase. Some are mandated by FAR 135/121:
Preflight
Before starting
Taxi
Before takeoff
Lineup check
Climb
Cruise
In range
Descent
Approach
Before landing
After landing
Shutdown

## Order of Items

***System sequence***
***Motor/eye coordination Vs. checklist order***
***Flow patterns***
***Association: location & sequence***

**Notes:**
The order that items appear on the checklist is important (see Degani handout):

System sequence: The checklist needs to respect sytem needs (battery must be one before volts can be checked . . . )
Motor/eye coordination Vs. checklist order: Flow patterns should be designed to logically follow the physical layout of the panel.
Flow patterns: Checklist should be in the same order as the memorized flow pattern.
Association: location & sequence of items, combined with eye/hand coordination, reduces likilihood of missing a checklist item.

## Sequence of Very Critical Items

***Locate at beginning of checklist—get attention before distractions . . .***
***Duplicate critical “killer” items for emphasis (use sparingly . . .)***

**Notes:**
Special attention should be given to CRITICAL CHECKLIST ITEMS:

Locate at beginning of checklist—get attention before distractions . . .
Duplicate critical “killer” items for emphasis (use sparingly . . .)

## Design/Use Guidelines

***Respond with item status***
***Touch the items***
***Subdivide long checklists***
***Sequence checklists to match flow patterns***
***Sequence checklists with other internal/external events***
***Critical items up front w/repetition***
***Call checklists completed***
***Build in backups***
***Awareness & training***

**Notes:**
Important considerations when designing and using checklists:

Respond with item status
Touch the items
Subdivide long checklists
Sequence checklists to match flow patterns
Sequence checklists with other internal/external events
Critical items up front w/repetition
Call checklists completed
Build in backups
Awareness & training

## Checklist discipline:

*Checklist discipline:*

**Notes:**
Check list use requires DISCIPLINE!

“There is nothing more worthless than sky above you, airspeed lost, runway behind you, fuel in the truck and checklists disregarded!”

## Standard Callouts

***An integral part of the SCOP***
***Help establish effective communications***
***Assist in situational awareness***
***A habit that increases the good effects of redundancy***

**Notes:**
Standard Callouts (see my handout . . .)
More than one way to do this.  Sample is fairly standard, but may be revised to meed specific operational needs.
Are vital to preserving situationla awareness and provide redundance and crew interaction.
An integral part of the SCOP
Help establish effective communications
Assist in situational awareness
A habit that increases the good effects of redundancy

TIME PERMITTING:
Questions/comments
Thanks for participation
Final words from host.

## Crew Resource Management

******  The End  ******

**Notes:**
Section 1:
Introduction
WELCOME . . .
MY BACKGROUND
CFI CERT
FULL-TIME CFI FOR ABOUT 10 YEARS
CORPORATE (C-90, CITATION, FALCON 10)
FOREIGN AIRLINE AS INSTRUCTOR
ASI AT SLC FSDO SINCE ‘88