The first generation of the industry's CRM programs for pilots had what the
pilot's refered to as a "touchy-feely, hot tub" approach. For the past 10 years
we have been trying to shake the "touchy-feely" baggage that we acquired in the
first couple years of CRM. We have made a distinct shift from first generation
personality-based programs to our current skill-based programs. This shift
implies a lot of work on the part of a manager or crm developer. While
atttitude and motivation change may be a byproduct of a larger organizational
effort (of which training is a part), I have not seen too many sound educational
objectives written with the express intent of changing someones attitude or
motivation in a one hour or one day course. Also keep in mind that if you
present information that must be abstracted or translated by the student into
what it means in their work environment, most do not. The closer the
information can be presented in the basic skill form (e.g. communication
difficulties when they are in the rain with a wrench in their hand trying to get
a late departure off the gate) the more transference you will probably
experience.
The core component of any instructional systems design and most human factors
design efforts is a TASK LIST. The CRM community has been coming up with some
creative ways to identify core skills written in such a way that they apply to
all phases of the operation. If one tries to write a task list that has every
element of communication, coordination, planning, etc. for all phases of flight,
the task list becomes huge and unmanagable. Most folks are stating the Task
List skills globally so they apply to all phases of the operation. The CRM
skills highlighted in this task listing then become the core document for
developing standards, documents, training, assessments, and management reports.
Designing a training program without a task list is like building a sailboat
without a keel.
Just a few thoughts as you begin down the early steps of MRM.
Vince Mancuso, Ph.D.