However, CRM for an experienced senior pilot with a committed and
professional outlook should not be threatening. In fact his/her
contribution should enhance the programme. He or she will have been using
the behaviors required (without researching, quantifying, and analysing
them) for up to 40 years! I do believe that most experienced pilots have
enjoyed their careers and are grateful for the opportunity to have
participated in this remarkable profession.
John Bent
At 02:33 AM 11/5/97 -0500, you wrote:
>
>When CRM first started it was concerned with assertiveness of subordinate
>crew members. The underlying assumption was that the captain was a pompus
>tyrant. If only the first officer and second officer would verbilze their
>concerns there would be no accidents. From there we "advanced" to AQP
>which expects each flight deck person to have appropriate "knowledge,
>skills, and attitudes". More recently we have discussed the need for on
>going education and the learning organization and the new paridgim of an
>operational environment. When I reflect on where we are now I can see that
>our training is aimed squarely at the more junior pilot. Now that I am one
>of the old farts, I wonder if the training is really meaningful for the
>more senior person. The perceived return on educational effort in my 50's
>has to be rather small. Why should I start another masters program that I
>might finish with just a few years of service left? Are we focussing on
>the future at the expense of the present? If the captain sets the tone and
>is the decision maker, should we not address more fully the role of the
>senior pilot? Should we have programs beyond CRM to provide education for
>the senior pilot who may have only a few years of service left but in the
>mean time has tremendous influence on the culture of the organization? How
>do we keep people mentally engaged in the twilight of their careers?
>
>Gerry
>
>