You mentioned that you measure the pilot's attitudes and are trying to see if
their is any correlation between attitude and several other factors.
Do you currently collect any CRM skill or performance data?
Will the assessment of the value of your CRM program be based on perception
measures or performance measures?
There were some excellent discussions on CRM metrics last month that you can
find in the CRM developer's group internet archives.
http://www.caar.db.erau.edu/lists
I would like to see this group zero-in on the issues surrounding the design of
performance and outcome metrics. While perception measures can be valuable,
they have distinct limitations.
I think we have a lot of good folks on this listserv that can begin to frame the
issues. Last month Dr. Wise suggested that there is a need to identify the
theoretical underpinnings of CRM performance metrics. The further we progress
with tightening up our performance metrics at Delta, the more I tend to agree.
Regarding error-management approaches to CRM and Human Factors:
Last year at Delta, we adopted a error-management approach to our CRM and Human
Factors programs that closely mirrors the wisdom of Professor James Reason. I
outline the framework for Delta's approach in a paper that I presented at the
ICAO Human Factors Conference in New Zealand earlier this year. I will make it
available on the developer's group web site.
The distinct industry shift of CRM and Human Factors programs toward error
management was evident at the ICAO Human Factors Conference. Dr. Reason's
models and theories have made their way across the oceans and appear to be part
of most leading edge CRM and Human Factors program designs. If you have not
read his books, I would highly recommend them. It will become very clear, once
you have read these books, where the building blocks for this error-based
approach came from.
I look forward to exploring the issues underlying and surrounding CRM
performance metrics with this group.
Best Regards,
Vince Mancuso, Ph.D.
Delta Air Lines Training