Aircrew training concept to improve communication and decision-making
This article is about aviation. For seafaring, see maritime resource management.
Not to be confused with Crew management.
Crew resource management or cockpit resource management (CRM)[1][2] 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[3] 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.[4]
The term "cockpit resource management"—which was later generalized to "crew resource management"—was coined in 1979 by NASA psychologist John Lauber, who for several years had studied communication processes in cockpits.[5] 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.[5]
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.[6] In the US, United Airlines was the first airline to launch a comprehensive CRM program, starting in 1981.[7] By the 1990s, CRM had become a global standard.[5]
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 efficiently, leading to increased safety.[8] 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.[9]
^Diehl, Alan (2013). Air Safety Investigators: Using Science to Save Lives – One Crash at a Time. ISBN 9781479728930.
^Capt. Al Haynes (May 24, 1991). "The Crash of United Flight 232." Retrieved 2007-03-27. Presentation to NASA Dryden Flight Research Facility staff.
^"Air Crash Investigation: Focused on Failure", Discover Channel/National Geographic Program "Mayday"S12 E08
^"United Flight 232." Retrieved 2007-03-27. Presentation to NASA Dryden Flight Research Facility staff.
^ abcLangewiesche, William (October 2014). "The Human Factor". Vanity Fair. Retrieved September 25, 2014.
^Cooper, G. E., White, M. D., & Lauber, J. K. (Eds.) 1980. "Resource management on the flightdeck," Proceedings of a NASA/Industry Workshop (NASA CP-2120).
^Helmreich, R. L.; Merritt, A. C.; Wilhelm, J. A. (1999). "The Evolution of Crew Resource Management Training in Commercial Aviation" (PDF). International Journal of Aviation Psychology. 9 (1): 19–32. CiteSeerX 10.1.1.526.8574. doi:10.1207/s15327108ijap0901_2. PMID 11541445. Archived from the original (PDF) on March 6, 2013.
^Ford, Jane; Henderson, Robert; O'Hare, David (February 2014). "The Effects of Crew Resource Management Training on Flight Attendants' Safety Attitudes". Journal of Safety Research. 48: 49–56. doi:10.1016/j.jsr.2013.11.003. PMID 24529091.
^Diehl, Alan (June, 1994). "Crew Resource Management...It's Not Just for Fliers Anymore". Flying Safety, USAF Safety Agency.
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