Neil
--------------- Forwarded Message ---------------
From: Vince Mancuso, INTERNET:70232.1005_at_CompuServe.COM
To: Neil Krey, 76405,3621
CRM developers group, INTERNET:CRM-DEVEL_at_DB.ERAU.EDU
Date: Fri, Sep 27, 1996, 9:44 AM
RE: Re: Charlotte CRM Workshop
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Date: 27 Sep 96 10:28:24 EDT
From: Vince Mancuso <70232.1005_at_CompuServe.COM>
To: CRM developers group <crm-devel_at_db.erau.edu>
Subject: Re: Charlotte CRM Workshop
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Hello CRM and Human Factors Folks,
What I saw at the CRM Conference (by the way, I do not think this group is ATA
sponsored) confirmed the strategic direction many airlines are already taking
with their CRM programs. They are moving to skill-based programs fully
integrated with technical curricula that systematically identify (with data and
not just opinions) the conditions that lead to error and build crew skill to
defend against these error producing conditions. There is tremendous value in
looking at other issues that affect human performance (checklists, automation
designs, etc.). However, unless we believe that our aircrews have all the crew
skills required to defend against all error producing conditions, I do not think
we can claim victory and move on from CRM.
The notion of building CRM programs to focus on the reduction of error is not a
new concept. While it may have been the first time many of the folks at
Charlotte heard the researchers speak of a shift in strategic focus from
"improving coordination" to "reducing error" as the reason for being, it has
been around for 20+ years. In fact, those who have the good fortune to attend
some of the international human factors conferences, have probably heard
Professor Reason or Dan Maurino speak. I would highly recommend that everyone
involved in this field read two books that Professor Jim Reason authored and
co-authored. One is titled "Human Error" and other was co-authored with Dan
Maurino, Neil Johnston, and Rob Lee titled "Beyond Aviation Human Factors."
The first generation of CRM programs were classroom-delivered personality-based
programs ... Remember the video on "The Wrong Stuff?" The latest generation of
programs are highly engineered (vis-a-vis AQP) courses that systematically build
pilot management skill using integrated classroom and simulator learning
progressions. They are then reinforced with a standardization program that
holds crew's accountable to the clearly stated management skill requirements.
CRM and Human Factors at airlines will languish and probably fail unless they
have a clear definition, a clear focus, and a clear reason for being.
A clear definition:
CRM and Human Factors have become buzz words that are used to interchangably
when they are not. At the risk of oversimplification, Human Factors is the
science of human performance and CRM is the set of management skills used to
control and coordinate all available resources toward the goal of safe and
effective operations. If you don't know where you are going, any road will
take you there. If you don't have a core definition for CRM and Human Factors,
any guru can take you to there.
A clear focus:
* CRM programs builds crew management skills
* Human Factors programs identify and correct the conditions that impair human
performance.
A clear reason for being:
Business managers understand return on investment. There is plenty of
literature on the street that talks about measuring the success of a program and
linking it to return on investment. If the reason for a CRM program existing is
to improve coordination, that goal is narrow and stops short of anything that
can be linked to return on investment. When programs make a strategic shift in
their "reason for CRM and Human Factors programs exiting" to the reduction of
error, they can then link their programs to a return on investment.
While it is nearly impossible to observe a non-event (an accident that didn't
happen because the crew had the skills to deal with the conditions), it is
possible to ask the crews their perception of whether the training has helped
them avert an accident or incident. Every pilot that goes through training at
Delta administers an end of course critique where we ask several questions about
the quality of the training along with a couple questions on whether they think
this training has helped them avert an accident or incident in the last year.
Your company controller can probably tell you how much an accident and/or
incident will cost the company. When you calculate the cost of the
accidents/incidents you avoided, you now have a "reason for being" that any
business manager can understand.
I suspect this will give the group plenty to talk about in the days and weeks to
come...
Welcome to the CRM / Human Factors Industry Developers Group....
Vince Mancuso, Ph.D.
Delta Air Lines Training