I couldnīt agree more with John. But for me the main factor, the one
wich is absolutely necesary is, A SYSTEM THAT SUPPORTS THESE TRAINERS
THROUGH. I am convinced that if Managment does not believe in the
importance
of TRAINING, thereīs little we can do for ourselves.
Any ideas how to convince managment that for every cent they invest
in TRAINING they will get a dollar in return?
> De: John Bent <jbent_at_glink.net.hk>
> A: crm-devel_at_db.erau.edu; crm-devel_at_db.erau.edu
> Asunto: Re: Training Organization Role in Airmanship
> Fecha: lunes 21 de julio de 1997 21:52
>
> At 07:42 AM 7/21/97 PDT, Neil Krey wrote:
>
> >Good Monday CRMers!
>
> >
>
> ><italic>From Neil:
>
> > What role should the training organization play throughout
>
> > the career of the airmen it is responsible for? Should
>
> > the trainer spoon feed the information and skills the crews
>
> > "need to know" or should it take on the role of cheerleader
>
> > (with a budget) to support the crew members as they pursue
>
> > excellence in airmanship?
>
> >
>
> </italic>
>
> For me, the <underline>key ingredients</underline> of the cake are:
>
>
> 1. EFFECTIVE TRAINERS WHO ARE TRAINED IN THE FUNDAMENTALS OF
> CRM/HF/TRAINEE- CENTRED LEARNING. (THEIR IDEAS AND ATTITUDES WILL GO
> FORTH AND MULTIPLY)
>
>
> 2. AN EFFECTIVE CRM PROGRAMME AND TRAINERS, WITH RECURRENT CRM
> TRAINING.
>
>
> 3. A SYSTEM WHICH SUPPORTS THESE TRAINERS THROUGH:
>
> - MEASUREMENT OF HUMAN FACTORS (BEHAVIORAL MARKERS)
>
> - FEEDBACK & ANALYSIS OF RESULTS (TRAINEE PERSPECTIVE + MARKERS)
>
> - A COMPANY CULTURE OF HF AWARENESS, AND MINIMUM "BLAME".
>
>
>
> 4. HARD WORK AND DETERMINATION - "VINCIT PERCEVERANTIA".
>
>
> John Bent
>
> Cathay Pacific Airways
>
>
>
>
>