For the folks who are not involved in AQP, an LOE is a Line Operational
Evaluation. At the risk of oversimplification, it's an evaluation (with
jeopardy for the aircrews) that is built to include operational complexities and
is conducted in real time.
Does your LOE evaluation assessment tool / methodology have the capability to
pin-point the LOE deficiency as a CRM deficiency? If so, how are you
accomplishing this?
I think it is important to point out that not every LOE failure will be due to
CRM and even if it is due to CRM it may be due to a lapse in ones management
skills under particular circumstances not that they DO NOT BELIEVE in CRM.
My understanding of the term CRM boomerang is one who not only does not believe
in CRM but comes back after the training worse than when he or she started.
An important question that every CRM manager should ask themselves is:
Do my CRM programs focus on building attitudes or skills? ... and... Do my
programs focus on building skill but use an attitude/perception metric to
determine training success?
I think that there is some danger in using the term boomerang to divide the
believers and non-believers. I also think that there is significant danger in
focusing on attitude change as the primary outcome of a CRM program. However,
many of the post-training metrics of the past have focused on perceptions rather
than skills (See John Wise's comments about the dangers of using perception
measures as a metric for training outcomes) (See my comments about the need for
building better CRM "process" and "outcome metrics").
If we identify individuals as believers and non-believers, CRM starts to sound
like a religious crusade. For the past couple years, we have been trying to
undo the perception of CRM as a religion or a leap of faith. If we focus on
perceptions/attitudes as the outcome, we set ourselves up to look like a
religion. If we focus on skills as the outcome, we set ourselves up to look
like a training program. I have flown with many pilots that do not "carry the
cross" for CRM but are very skilled resource managers. While opinions are
important, I am less interested in ones opinion about CRM than I am in their
ability to exibit resource management skills in an operationally complex
environment.
So in closing, is the LOE failure you refer to in your question a CRM problem?
If so, is it an attitude problem or a skill problem? How are you determining
either?
Vince