Vince, =20
I met you at Ohio State last time around, and I always cheer your =
statements for their accurate succinct messages.
At Air Canada we have recently revamped our initial CRM program. I =
initially thought there was a 50% change. The facilitators suggest it =
is closer to 80-90%...primarily due to our emphasis on skills based =
training. It is harder hitting and more exhausting for the participants =
as we demand that they arrive at real solutions to the scenarios we put =
them in. =20
An example of the change is: in past years we may have been happy with =
an answer like: "I would be more assertive in this situation"...now we =
ask specifically what they would say, when they would say it, how they =
would say it. We focus on issues items that they can take with them to =
the line. This is very much a paradigm shift for both the participant =
and facilitators. As pilots most of us know what works and what does =
not work in the dynamic line environment. It is our objective to =
provide a forum for pilots to learn these skills, practice them and be =
able to repeat them on the line. =20
Finally, a strong culture of effective S.O.P.'s forms the backbone of an =
effective safety culture. We attempt to enhance this through effective, =
pragmatic skills training. We are still learning but believe we are on =
the correct track. We are still always searching for better ways to =
enchance our skills training.
Please continue to post your ideas.
Cheers,
Perry Shindruk
A320 pilot / CRM coordinator Air Canada
----------
From: Vince Mancuso[SMTP:vince_mancuso_at_CompuServe.COM]
Sent: Friday, December 04, 1998 5:55 PM
To: INTERNET:crm-devel_at_db.erau.edu
Subject: Re: 1+1 < .1
Greg Writes:
> I think this is the sort of effect from CRM programs that spend =
too
much on "feelings". The skill-based programs, and a solid SOP program,
backed
up by a clear-minded organizational culture should not see "negative"
synergy.
Today I spent some time discussing error management with a crew that =
is
typical in experience, and quite error-prone. At the end of their MOST
mission, after three seperate "high task load" event sets, they almost =
made
a
critical error. They were about to shut down an engine that would have
left
them without hydraulic power. Both pilots looked at each other, and =
agreed
to
shut it down. A standard SOP is for the copilot to wait for the flight
engineer's confirmation, and it was he who corrected their "almost" =
error.
This crew, error prone during a week of training, successfully =
intervened
during the post-arousal let-down. =20
It wasn't "feelings" that did it, it was SOPs and training.
Greg Deen
Raytheon
<
AMEN to skill based CRM Greg! Systematically leading people to these
behaviors is the art and science of professional training. These =
successes
happen when disciplined training design and delivery methods are applied =
to
CRM. The touchy-feely , classroom methods of the past didn't get us =
there
and the "management suite orientation" of some emerging brands of error
management CRM will not get us there either. Error management is
critically important but it must be done in conjunction with a =
skill-based
professional training curriculum. =20
A curriculum that systematically leads individuals and crews to skilled
behavior is the strategic orientation CRM should have taken long ago. =
Your
program and insights appear to be on the cutting edge of where, in my
opinion, all this needs to go. =20
Keep up the good work...
Vince Mancuso
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