Crew Resource Management
LEADERSHIP
The best way of combating low morale is to exercise strong leadership, which can be applied using three keys: communication, consolation and co-operation. I strongly support this formula. Leadership is a perishable skill that we must preserve in today's world of management initiatives and business planning. We manage resources, we must lead people.
Air Commodore Peacock-Edward
Inspector or Flight Safety (RAF)
Flight Comment No.1, 1995
At the heart of Crew Resource Management is effective leadership. Each member of the crew must recognize that he or she has a leadership responsibility that is important to effective decision making.
No matter which position you occupy in the crew you must learn to become a leader in that position
There is a fundamental difference between leadership, which is acquired, and authority, which is assigned. An individual's position as captain does not automatically assume that he or she is an effective leader. Leadership skills are a function of learning. An optimal situation exists when leadership and authority are combined.
A first officer (or other crew member) has equal opportunity for leadership in their position. Acquired leadership skills can enhance any position, regardless of the assigned authority, as everyone has their position to fill. These leadership skills are also important when the first officer takes the "Pilot Flying" role, with the captain assuming the "Pilot Not Flying" role.
Leadership is a reciprocal process. There are behaviours that both a leader and a follower must apply to ensure effective performance. One leader's behaviour might be to provide direction for carrying out a task. The follower behaviour might be to provide feedback on performance of the task. Leader behaviours are less effective without complementary follower behaviours.
What makes a Leader?
A leader is a person whose ideas and actions influence the thought and the behaviour of others. This is accomplished through the use of examples, persuasion, and an understanding of the goals and desires of the group. The leader becomes a catalyst for change and a master of influence.
Leadership skills should be developed throughout a crew member's career. Leadership involves teamwork, and the quality of a leader depends on the success of the leader's relationship with the team. The quality of the team will be affected by the quality of the leader.
Leadership is needed to effectively understand and cope with a variety of situations. Personality or attitude clashes within a crew complicate the task of a leader and can have an influence on both safety and efficiency. Aircraft accident and incident investigations have demonstrated that personality differences can influence the behaviour and performance of crew members.
Leadership Skills
1. Regulating Information Flow
The leader must regulate, manage and direct the flow of information, ideas and suggestions within the crew members and outside sources
- Communicating flight information
- Asking for opinions, suggestions
- Giving opinions, suggestions
- Clarifying communication
- Providing feedback
- Regulating participation
2. Directing and Coordinating Crew Activities
The leader must function as crew manager to provide orientation, coordination and direction for group performance
- Directing and coordinating crew activities
- Monitoring and assessing crew performance
- Providing planning and orientation
- Setting priorities
3. Motivating Crew Members
The leader must maintain a positive climate to encourage good crew member relations and to invite full participation in crew activities
- Creating proper climate
- Maintain an "open" cockpit atmosphere
- Resolving/preventing angry conflict
- Maintain positive relations
- Providing non-punitive critique and feedback
4. Decision Making
The leader is ultimately responsible for decisions
- Assuming responsibility for decision making
- Gathering and evaluating information
- Formulating decisions
- Implementing decisions
- Providing feedback on actions
Analytical Decision Making
The principles of CRM recognize that the captain retains the authority and the responsibility for the decisions made during flight operations. However, the synergy created by considering all resources in the decision making process heightens the quality of the decisions made by the captain. Decisions made in isolation will most likely be of lesser quality.
There are a number of resources that can be accessed in the decision making process; namely other crew members, ATC, dispatch, Flight Operations Manuals and Aircraft Operating Manuals. A team working in synch will be able to make quality decisions faster than a team at odds.
The decision making process can be broken down into 5 steps
Recognize or identify the problem: Does a problem exist that requires action?
Gather information to assess the situation Determine what information is needed, where the information can be located, how it can be verified
Identify and evaluate alternative solutions Evaluate the risks associated with the advantages and disadvantages, select the optimum alternative
Implement the decision Execute action with appropriate feedback
Review consequences of the decision Evaluate consequences and revise decision if necessary.
Intuitive Decision Making
In an emergency, some decisions must be made under an extreme time pressure with very little time for the analytical decision making process. The intuitive decision making process is based on gut reaction, past experience and training. Luckily, these emergency situations are relatively rare. A good leader will have the support of the team in critical situations, bearing in mind that the CRM principle still apply in the intuitive decision making process.
The Fundamentals of Crew Resource Management
In 1985, NASA conducted a study of major airline accidents to determine human factors "cause" as a priority. From their results, they developed a set of six principles applicable to multi-crew cockpits
- Separate and delegate flying and monitoring responsibilities
- Positive delegation of monitoring is important
- "Pilot Flying" avoids secondary tasks
- Any crew member having doubts about a clearance, procedure or situation must make that doubt known to the rest of the crew
- Conflicting interpretation of a fact must be resolved through an external source
- Conflicting information from two sources must be cross-checked with an independent source
The challenge is to take these concepts and place them into useable, straight-forward pilot skills:
- Asking the right questions and stating your opinions factually, on professional matters, reduces stress
- When stress is reduced there is less chance of interference with the judgment process
- This enhances sound decision making
CRM Skills
Manage (use) Resources
- Yourself
- Others (first officer, flight engineer, flight attendants, ground crew, ATC)
- Information
- Fuel/time
- Aircraft
Ask the Right Questions - Inquiry
- Asking questions will provide valuable information that might otherwise be lost
State your Opinion - Advocacy
- This is all crew members' responsibility, but be prepared to change your opinion when facts or circumstances warrant it
Resolve Differences - Conflict Resolution
- This is a crucial element in management risks in the cockpit (not who but what is right)
Make Decisions
- Ultimately you must make a decision
Evaluate Constructively - Critique
- Critique is a skill that stimulates feedback in flight operations and in personal relations
Evaluate Constructively
- Most effective if company culture supports CRM principles
- Reinforces good decisions and discourages the repetitions of errors
- Depersonalized and tactful technique is generally accepted
- Evaluation is an antidote for complacency
Effective Feedback
- Constructive feedback, should be helpful
- Descriptive rather than evaluative, non-judgmental
- Specific rather than general
- Well timed
Inquiry
Advocacy
Conflict Resolution
Decision Making
Critique
Copyright © 1996-2005 by Neil C. Krey unless otherwise indicated.
Non-commercial reproduction rights granted if the following notice is included:
"Source: Neil Krey's CRM Developers Forum, http://www.crm-devel.org"