Re: CRM VIDEOS
cxcrm (cxcrm_at_cxair.com)
Mon, 06 Oct 1997 19:34:02 +0800
CRMDEEN_at_aol.com wrote:
>
> Good Morning, gang.
> I'm sure you've all been wondering where I've been. Well, its been a busy
> week, what can I say. I guess its time for me throw out my opinion ( a few
> cents worth) on videos.
> First, I totally agree with Brent, and the others, on Saudia 163. We
> used it in the Air Force for a few years. It was a film of wonderment and
> unbelievability. The students would watch with amazement that a crew could
> be so lousy, and so bad. They shook their heads, and said the situation was
> simply "stupid", and then they would say "we'll never be like that". The
> film is entertaining, but teaches very little. I constantly discourage its
> use and try to confiscate and trash every copy I run across; not only due to
> the lack of training value, but also because of the copyright issue.
> Training videos do not need to be long; in fact long ones are useless.
> Recently the Air Force has produced numerous "introductory" videos that
> applaud the value of CRM training, and have good testimonials toward such.
> The videos send two messages; the leaders of the Air Force like CRM, and the
> training WILL be good. I don't think it's good to have a 30 to 40 minute
> video introduce a topic with very little demonstration. A recent video we
> received is a very long testimonial of a special operations mission during
> Desert Storm, that had a significant change of plans. The challenge was to
> orchestrate a "resuce" operation, and several agencies were called upon to
> participate, with very short notice and minimum planning. The event was a
> successful "teamwork" story. Unfortunately, the inclusion of "gun camera
> video" from the fighters involved makes the audience think this is a video
> for fighters.
> Hence the challenge to using videos that were not produced by CRM
> experts; The message can get so complicated, it's lost. This particular
> video is a great story of teamwork, but the team is larger than a flight
> crew. Our transport aviators think its a movie for fighters, and then tribal
> warfare erupts.
> Another introductory video had the honorable John Nance explaining the
> virtrues of CRM training, standing by a F-16 fighter. While the words and
> message John was speaking was "crew", the image sent "fighter". The moral of
> this observation? What the video SHOWS will teach more than the WORDS.
> Successful CRM facilitation is done by the facilitator, not the video.
> Videos should be short examples of the class topic. Study the LOFT
> debriefing guidelines from NASA/AMES and you'll see that several short
> segments, to illustrate the topic, are what is more successful.
> As for Hollywood productions: There are numerous good samples. If one
> has the ability to capture the segments, and your company doesn't have a
> problem with copyright laws in using it , go for it. I always wish I could
> use segements such as these. The late Gene Roddenberry was an aviator
> himself, trained in multi-crew aircraft in time of war. His visions of
> successful teamwork are easily found in the Star Trek movies. One of my
> collegues and I often debate "who is the best aircraft commander of all
> time--James Kirk or Jon-Luc Picard.? Interestingly enough, he (and others)
> fails to acknowledge the Janeway character as a viable "Captain". After all,
> "it's not a job for women", they say. Some men just don't get it, do they,
> ladies?
> Back to the topic: If you want to see the most realistic LOFT scenario
> envisioned, check the opening sequence of Star Trek 2, where Kristie Alley,
> an upgrading captain, is experiencing the Kobayashi Maru. Leadership and
> Assertiveness is evident in all Trek movies, with "Generations" giving a
> great demonstration of referent power: a young and inexperienced Captain has
> the retired Kirk on the command deck, and keeps reading his body language to
> confirm support of his intentions. The best sequence of teamwork might be the
> whale rescue in Star Trek 4, as the crew is racing to resuce whales from a
> whaling ship. The image? Every person on the crew is concentrating on their
> individual duties, and the team functions synergistically. Later in the
> film, Kirk fails as a leader by chasing everyone off the sinking ship and
> takes on the task of releasing the cargo himself. I don't think he's the
> greatest, as he reverts from the 9.9. to 9.1 orientation too quickly.
> Tired of Star Trek examples? Check out "Crimson Tide". This movie
> depicts an old style warrier-type commander who gets a partial order to
> attack, and the first officer who sees the need to confirm. The damaged
> equipment challenges the confirmation requirement, so there is an interesting
> example of assertiveness by a junior commander.
> The two popular medical television shows, "ER" and "Chicago Hope" have
> had several episodes dealing with teamwork. The recent ER introduced a doctor
> from another country (Austrailia I think), and when she was given the lead of
> a trauma situation, she used terminology from her culture, and it slowed the
> effectiveness of the nursing staff, who had to keep asking her to explain
> what she meant. Communication, terminology, cultural differences, training
> differences; all evident. She also directed the team to work at a slower pace
> than they were used to, to reduce the chance of error. A particular episode
> of Chicago Hope showed a nurse refusing to administer a medication to a
> patient because she believed the doctor was requesting the wrong amount, and
> the drug would cause a serious side-effect. The nurse and doctor had a
> heated argument, the nurse refused, and the doctor did it himself. The
> patient was awake and witnessing the arguement. The doctor then tried to get
> the hospital commander to fire the nurse. When the nurse explained that it
> was her opinion that the medication was wrong, the doctor said nurses are not
> entitled to have opinions. On the same show, a young and inexperienced
> surgeon removed the wrong organ from a patient, while the entire surgical
> team watched silently (looking at each other as if to wonder who would speak
> up). After the operation was completed, the head nurse privately informed
> the doctor he had removed the wrong organ.
> In conclusion (finally you say), I recently came into possession of a
> training tape from a major airline. The value of this tape is just what we
> are looking for. It is also inexpensive to produce, which is my quest to my
> company. This tape shows several "scenes" of crews doing routine, but
> ineffective, CRM behaviors. One example, the number one flight attendent
> enters the cockpit, and offers to brief the crew on the passenger load. The
> captain interupts her, says the briefings are always the same, and asks for
> some coffee for he and the FO. The image is the Captain doesn't want to
> interact with the cabin crew. Another clip shows the flight attendent
> entering the cockpit for an arrival update, and then the conversations go
> into "off duty" plans. The crew misses radio calls, and gets behind the
> aircraft. Lack of a Sterile Cockpit. Not to be negative; the film does
> show an overbearing captain being told by the first officer to slow down the
> requests, and prioritize the challenges.
> This video is done in a simulator, with one camera, in one place, and
> shows two-man, three-man crews, and has some flight attendent interactive
> scenes. There are good and bad examples. Ideal for illustrating a CRM
> behavior-skill. There is hope for us yet.
> For those who read this epistle, I thank you. Great discussions, keep
> at it.
> Greg Deen
> HTI
>
Hi, I would like to offer a little support re the Saudia 163 video.
We still use it in the Cathay initial program for valid reasons. The
video on its own is of little value and provokes the above mentioned
responses, however, when the discussion dies down and other factors are
introduced, there is a rather deathly silence. Some of the factors are,
Bob Helmreich's analysis of the VCR, indicating high levelsof
stress,which is normal for human beings to suffer, the centre engine was
uncontrolable and shut down on short finals, the fire burned through the
brake hydaulics and steering, both outflow valves were welded shut and
the aircraft remained pressurised, the remaining engines were unable to
be shut down and there were about 21 bodies in the cockpit.
I would be pleased to send anyone a copy of the text of the final
analysis and debate the issue further.
Regards
Julian Hipwell
Cathay Pacific