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Crew resource management
Crew resource management or cockpit resource management (CRM) is a set of training procedures for use in environments where human error can have devastating effects. CRM is primarily used for improving aviation safety, and focuses on interpersonal communication, leadership, and decision making in aircraft cockpits. Its founder is David Beaty, a former Royal Air Force and a BOAC pilot who wrote The Human Factor in Aircraft Accidents (1969). Despite the considerable development of electronic aids since then, many principles he developed continue to prove effective.
CRM in the US formally began with a National Transportation Safety Board (NTSB) recommendation written by NTSB Air Safety Investigator and aviation psychologist Alan Diehl during his investigation of the 1978 United Airlines Flight 173 crash. The issues surrounding that crash included a DC-8 crew running out of fuel over Portland, Oregon, while troubleshooting a landing gear problem.
The term "cockpit resource management"—which was later amended to "crew resource management" because it was important to include all the aircraft crew, rather than just the pilots and engineers as first conceived —was coined in 1979 by NASA psychologist John Lauber, who for several years had studied communication processes in cockpits. While retaining a command hierarchy, the concept was intended to foster a less-authoritarian cockpit culture in which co-pilots are encouraged to question captains if they observed them making mistakes.
CRM grew out of the 1977 Tenerife airport disaster, in which two Boeing 747 aircraft collided on the runway, killing 583 people. A few weeks later, NASA held a workshop on the topic, endorsing this training. In the US, United Airlines was the first airline to launch a comprehensive CRM program, starting in 1981. By the 1990s, CRM had become a global standard.
United Airlines trained their flight attendants to use CRM in conjunction with the pilots to provide another layer of enhanced communication and teamwork. Studies have shown the use of CRM by both work groups reduces communication barriers and problems can be solved more effectively, leading to increased safety. CRM training concepts have been modified for use in a wide range of activities including air traffic control, ship handling, firefighting, and surgery, in which people must make dangerous, time-critical decisions.
The current generic term "crew resource management" (CRM) has been widely adopted but is also known as cockpit resource management; flightdeck resource management; and command, leadership and resource management. When CRM techniques are applied to other arenas, they are sometimes given unique labels, such as maintenance resource management, bridge and engine room resource management (BRM, ERM), or maritime resource management.
CRM training encompasses a wide range of knowledge, skills, and attitudes including communications, situational awareness, problem solving, decision making, and teamwork; together with all the attendant sub-disciplines which each of these areas entails. CRM can be defined as a system that uses resources to promote safety within the workplace.
CRM is concerned with the cognitive and interpersonal skills needed to manage resources within an organized system rather than with the technical knowledge and skills required to operate equipment. In this context, cognitive skills are defined as the mental processes used for gaining and maintaining situational awareness, for solving problems and for making decisions. Interpersonal skills are regarded as communications and a range of behavioral activities associated with teamwork. In many operational systems, skill areas often overlap and are not confined to multi-crew craft or equipment, and relate to single operator equipment or craft.
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Crew resource management
Crew resource management or cockpit resource management (CRM) is a set of training procedures for use in environments where human error can have devastating effects. CRM is primarily used for improving aviation safety, and focuses on interpersonal communication, leadership, and decision making in aircraft cockpits. Its founder is David Beaty, a former Royal Air Force and a BOAC pilot who wrote The Human Factor in Aircraft Accidents (1969). Despite the considerable development of electronic aids since then, many principles he developed continue to prove effective.
CRM in the US formally began with a National Transportation Safety Board (NTSB) recommendation written by NTSB Air Safety Investigator and aviation psychologist Alan Diehl during his investigation of the 1978 United Airlines Flight 173 crash. The issues surrounding that crash included a DC-8 crew running out of fuel over Portland, Oregon, while troubleshooting a landing gear problem.
The term "cockpit resource management"—which was later amended to "crew resource management" because it was important to include all the aircraft crew, rather than just the pilots and engineers as first conceived —was coined in 1979 by NASA psychologist John Lauber, who for several years had studied communication processes in cockpits. While retaining a command hierarchy, the concept was intended to foster a less-authoritarian cockpit culture in which co-pilots are encouraged to question captains if they observed them making mistakes.
CRM grew out of the 1977 Tenerife airport disaster, in which two Boeing 747 aircraft collided on the runway, killing 583 people. A few weeks later, NASA held a workshop on the topic, endorsing this training. In the US, United Airlines was the first airline to launch a comprehensive CRM program, starting in 1981. By the 1990s, CRM had become a global standard.
United Airlines trained their flight attendants to use CRM in conjunction with the pilots to provide another layer of enhanced communication and teamwork. Studies have shown the use of CRM by both work groups reduces communication barriers and problems can be solved more effectively, leading to increased safety. CRM training concepts have been modified for use in a wide range of activities including air traffic control, ship handling, firefighting, and surgery, in which people must make dangerous, time-critical decisions.
The current generic term "crew resource management" (CRM) has been widely adopted but is also known as cockpit resource management; flightdeck resource management; and command, leadership and resource management. When CRM techniques are applied to other arenas, they are sometimes given unique labels, such as maintenance resource management, bridge and engine room resource management (BRM, ERM), or maritime resource management.
CRM training encompasses a wide range of knowledge, skills, and attitudes including communications, situational awareness, problem solving, decision making, and teamwork; together with all the attendant sub-disciplines which each of these areas entails. CRM can be defined as a system that uses resources to promote safety within the workplace.
CRM is concerned with the cognitive and interpersonal skills needed to manage resources within an organized system rather than with the technical knowledge and skills required to operate equipment. In this context, cognitive skills are defined as the mental processes used for gaining and maintaining situational awareness, for solving problems and for making decisions. Interpersonal skills are regarded as communications and a range of behavioral activities associated with teamwork. In many operational systems, skill areas often overlap and are not confined to multi-crew craft or equipment, and relate to single operator equipment or craft.