# Presentation: 314948

## CRM

- An Introduction
- Bryan Neville
- Aviation Safety Inspector
- Salt Lake City FSDO

## CRM

- The application of personal and team management concepts to enhance the safe operation of aircraft, both on the ground and in the air.
- CRM includes not only the pilots, but the entire aircrew, ground crew, and all others who work together to operate the aircraft safely.

## TCRM

- Total Company Resource Management
- Management needs to be sensitive to and participate in human factors training for everyone involved with the operation of aircraft.
- CRM principles need to become part of the company philosophy.

## Basic Concepts of CRM

- Lasting Behavior Changes Take Time
- Crewmembers are teams, not a collection of competent individuals
- Behavior should foster crew effectiveness
- There must be opportunities to practice
- CRM is a _normal_ behavior
- CRM is not just an emergency procedure

## What is right, not who is right!

- Understand why people do what they do.
- Predict your performance.
- Control your performance.

## CRM Training Includes:

- Team Building
- Self Assessment
- Information Transfer
- Problem Solving (Conflict Resolution)
- Decision Making
- Maintaining Situational Awareness
- Use of Automated Systems

## Risk Factors

- The People
- Pilots
- Mechanics
- Management
- Air Traffic Control
- The Aircraft
- The Environment
- The Situation

## High Risk Situations

- Taking off with a known problem
- Controlled flight into terrain
- Unstabilized approach
- Deviation from Standard Operating Procedure
- Weather
- Complacency

## Pilot Workload

## Percent of Accidents

- Load, Taxi, Unload
- Takeoff
- Initial Climb
- Climb
- Cruise
- Descent
- Initial Approach
- Final Approach
- Landing

- 3.1%
- 12.2%
- 9.4%
- 6.4%
- 5.5%
- 7.6%
- 7.2%
- 22.9%
- 25.7%

## Managing Risk

- Supervision - Type, Quality, Quantity
- Planning - Requires time
- Crew Selection - Experience and Composition
- Crew Fitness - Physical & Mental State
- Environment - Physical Environment; Organizational Culture
- Complexity - Mission, Job Task, Work Function

## The Accident Sequence

- Underlying Cause =
- Basic Cause =
- Immediate Cause =
- Safety Defenses =
- Consequences =

- Management
- System
- Individual
- Countermeasures
- Accident, Incident, Close Call

## Management

**Planning**:  Defines organizational goals, 			      and strategies for achieving 			      those goals.
**Organizing**:  Company structure
**Directing**:  Motivating, directing, selecting
**Controlling**:  Ensuring things are going as 			 they should, including 					 periodic evaluation
**Staffing**:  Sufficient qualified individuals

## Operating System

- Task arrangement, demands on people, communications, time aspects
- Material design, equipment, supplies
- Work environment, sociological environment, weather, material assets
- Training: Initial, Update, Remedial
- People selection and motivation

## Individual

- Didn’t follow instructions
- Blundered ahead without knowing how
- Bypassed/ignored a rule or procedure
- Failed to use protective equipment
- Didn’t think ahead to consequences
- Used the wrong equipment
- (continued on next slide)

## Individual (continued)

- Used equipment that needed repair
- Didn’t look
- Didn’t listen
- Didn’t recognize limitations
- Failed to use safeguards
- Didn’t pay attention

## Overconfidence

*That funny feeling you get just before you know you’re wrong!*
- Generally verbalized on the cockpit voice recorder with the words “Oh, s---!”)

## Evidence of a Bad Attitude

- When the Captain calls the First Officer . . .
- Self-Loading Baggage

## Basic Bad Attitudes

- Anti-Authority - *No one tells me what to do!*
- Impulsiveness - *Do something quickly, anything*
- Invulnerability - *It won’t happen to me*
- Macho - *I can do it!*
- Resignation - *What’s the use*

## How Assertive Should You Be?

## Countermeasures

- Specifically targeted against the first three dominoes in the accident sequence (management, systems, individuals)
- Designed to trap latent errors
- If these work, the accident never occurs
- BUT, the latent error may still exist!

## Situational Awareness

- The ability to identify, process, and comprehend the critical elements of information about what is happening at a given point in time.
- Knowing what is going on around you!

## Factors Leading to Loss of Situational Awareness

- Repetition
- Stress
- Demands from Management
- Demands from PIC
- Get There-itis

- Proximity Rule
- Peer Pressure
- Sophisticated Aircraft Syndrome
- New Situations
- Critical Areas

## Outward Signs of Loss of Situational Awareness

- Distraction
- Complacency
- Unresolved Discrepancies
- Confusion
- Poor Communication
- Improper Procedures
- Fixation
- No One Flying the Aircraft

## Factors Affecting Information Processing

- Input
- Temperature
- Noise
- Lighting
- Distractions
- Attention
- Workload
- Physical Condition

- Processing
-   -- Anxiety
-   -- Fear
-   -- Fatigue
-   -- Stress
-   -- Conflict
-   -- Attitudes

- Performance
- Temperature
- Vibration
- Distractions
- Attention
- Workload
- Physical Condition

## Decision Making Methods

- Minimizing
- Superficial search for an answer
- Moralizing
- Decisions based on perceived moral obligation
- Muddling
- Putting out fires; looks at symptoms
- Scanning
- Classifies as important or unimportant
- Denial
- Denies that problem exists
- Optimizing
- Considers all choices; weighs consequences

## Sources of Stress

- Conflicts with other people
- Threats to self-esteem
- Confused priorities
- Confused philosophies
- Conflicting demands
- Poor communication
- Time zone changes
- Loss of someone or something we care for

- Deadline pressure
- Unstable home life
- Travel
- Fatigue
- Financial concerns
- Inner conflicts
- Illness/Health concerns
- A life change
- An important event
- Conflicting expectations

## First, Read the Sentence in the Box Below

- Now count the Fs in the sentence. Count them once and do not go back and count them again. Write down the number.

## Tips for Managing Stress

- Discussions Among Crew
- Review Procedures
- Follow the Checklist
- Constant Cross Check
- Rehearse
- Plan
- Review

- Relax
- Self-talk
- Stringent Standards
- Play What-if Games
- Physical Condition
- Get Adequate Rest
- Nutritional Factors

## Elements of a Good Briefing

- Establishes open communications
- Is interactive
- Establishes “Team Concept”
- Covers pertinent issues
- Identifies potential problems

- Provides guidelines for action
- Sets expectations
- Establishes guidelines for operation of automated systems
- Specifies duties and responsibilities

## Conclusion

- Take these basic ideas and incorporate them into your company philosophy.
- Safety can’t wait!