1 Crew Resource Management Presented by Jim Kirby

1 Crew Resource Management Presented by: Jim Kirby, ASI SLC FAA FSDO Downloaded from www. avhf. com

2 Crew Resource Management: “The effective use of all available resources needed to complete a safe and efficient flight. ” Downloaded from www. avhf. com

Objectives: We will explore: Human factors that cause accidents n Critical success factors and elements n Concepts and tools of aircrew coordination training (CRM/ACT) n Downloaded from www. avhf. com 3

Goals of CRM: CRM should provide pilot with: KNOWLEDGE of concepts and procedures n ATTITUDE which recognizes the importance of good aircrew coordination to safety. n SKILLS to effect implementation of knowledge n Downloaded from www. avhf. com 4

Quick analysis of past mishaps Downloaded from www. avhf. com 5

Who’s having accidents? Downloaded from www. avhf. com 6

Who’s having accidents? Downloaded from www. avhf. com 7

8 Typical aircrew errors n Loss of situational awareness n Violation of FAR n Departure from proven procedures n Poor judgment or decision making n Preoccupation with minor mechanical problems Downloaded from www. avhf. com

9 Typical aircrew errors Inadequate leadership--Failing to: Delegate tasks n Assign meaningful responsibilities n Set priorities n Lack of monitoring n Failure to use available information n Failure to communicate plans, problems, etc. n Downloaded from www. avhf. com

The Aircrew Coordination (AC) Cycle Downloaded from www. avhf. com 10

Critical Success Elements Downloaded from www. avhf. com 11

13 Guiding Principle: “Everyone knows the regulations and procedures and will comply. ” (Fatal assumption? ) Downloaded from www. avhf. com

14 Would YOU. . . Depart from P&R? Downloaded from www. avhf. com

15 Inadvertent Departures Attention n Memory n Attitude n Stress n Downloaded from www. avhf. com

Purposeful Departures from P&R. . . Mind traps n Disregard for “silly” rules n Pressure n Unwise commands n Downloaded from www. avhf. com 16

17 Positive Flight Crew Characteristics n In control of people and events or appear to be n Built-in calculated emotional distance n Mission oriented compartmentalizers n Systematic, methodical and predictable Downloaded from www. avhf. com

18 Negative Flight Crew Characteristics n Not spontaneous n Can and do become complacent as we get better n Do meaningless “rituals” - a trap n Need “positive feedback” Downloaded from www. avhf. com

19 Assertiveness n Excessive n Halo professional courtesy effect n Copilot syndrome Downloaded from www. avhf. com

21 Authority/Assertiveness Crew Incapacitation: n Obvious n Subtle “Two-Challenge Rule” Downloaded from www. avhf. com

Conflict Resolution Techniques: Constructive Patterns Program time to discuss issues n Give expression to feelings n Replay other person's feelings n Define issues clearly n Discover where positions agree n Discover points of vulnerability n Determine depth of feelings n Offer self corrections n Recognize spontaneous humor, caring n Downloaded from www. avhf. com 23

24 Command Authority When there is disagreement: “Conservative Response Rule” Downloaded from www. avhf. com

25 Communications Levels n n n Downloaded from www. avhf. com Poor Good Effective

26 Process of communications Downloaded from www. avhf. com

Barriers. Anything that distorts or interferes with communications: n n n Noise, static Multiple communications Fatigue, stress Distractions Incomplete message Ambiguous wording Downloaded from www. avhf. com n n n Lack of credibility Lack of rapport Thing in personal terms Jargon Boring 27

28 Was my message received? Get feedback ! Deal with behavior, not person n Focus on ideas rather than giving advice n Focus on what is said rather than why n Include info that can be used, not everything you know n Downloaded from www. avhf. com

29 Hidden Agenda: Withholding information for personal reasons Insures loss of communications n Hard to detect n Taints judgment n Downloaded from www. avhf. com

30 Responsibility! n Sender • Be clear & concise • Consider the environment • Address receiver’s needs Downloaded from www. avhf. com n Receiver • • Active listening Interpreting Evaluating Responding

31 Workload Performance Downloaded from www. avhf. com

32 Classifications of Workload: CRITICAL: A workload item that requires immediate attention to avert catastrophe. n IMPORTANT: A workload item that requires response as soon as possible, else it will become critical. n ROUTINE: An item encountered in normal flight, but if left unattended could become important. n Downloaded from www. avhf. com

33 Work load too high Work faster, try to cram more into a shorter time frame. n Overall concept of flight breaks down. Overall view begins to narrow and become shorter n As pace quickens, attention become tunneled--pilot fixates on one item. n Revert to previous habits (good or bad) n Downloaded from www. avhf. com

34 Recognizing High Workload n n n n Individual workload tolerance varies Difficulty adhering to normal performance standards Errors, erratic performance Getting away from good fundamentals of aircraft control Uncertainty, indecision, discomfort Losing normal scan, tunnel vision, fixation Temporal distortion Hesitant, confused speech Downloaded from www. avhf. com

35 Protecting against high workload Intimate KNOWLEDGE of the business n Professional ATTITUDE n SKILL to fly without excessive attention to aircraft n Downloaded from www. avhf. com

39 Dealing with distractions n n n Ignore: Good during critical phases of flight. Planning can reduce distractions. Delay: If it can wait, then delay it (judgment comes in here!) Delegate: Let someone else handle the distraction if it warranted. Handle: Handle important distraction right away, but do not become fixated at the expense of other important functions. Sterile cockpit: Reduces or eliminates distractions Downloaded from www. avhf. com

40 Stress n Can result in: • • Downloaded from www. avhf. com Distress Anxiety Oppression Affliction n Body signals: • • Headaches Heartburn Cramps Fatigue

41 Stressors: n n n n Downloaded from www. avhf. com ENVIRONMENTAL Cold/heat/light Danger Living conditions PERSONAL INTRAPERSONAL conflict Hereditary traits INTERPERSONAL Personality conflict Mistrust Lack of support Poor communication PRIVATE LIFE

42 Stressors n n n n Downloaded from www. avhf. com Family problems Financial concerns Health care Pressure from friends Time for personal interests ORGANIZATIONAL Role conflict Job ambiguity Underwork/overwork changes Travel People management Organizational structure

43 Frequent Causes for a failing aviator Recently engaged n Marital problems n Divorce n Relationship difficulties n Major career decision/change n Trouble with superiors or peers n Downloaded from www. avhf. com

44 Managing stress Organize yourself n Change your environment n Build up your strength n Listen to your body n Learn to relax n Find ways to laugh each day n Develop a supportive network around you n Downloaded from www. avhf. com

45 Available Resources: People, equipment and information that can contribute to a successful flight and the prevention of error during the flight. Downloaded from www. avhf. com

46 Internal Resources: n Pilot n Copilot n Crew n Equipment Downloaded from www. avhf. com knowledge

47 External Resources: Other pilots via Pireps & communications n ATC n Tech reps & maintenance personnel n FSS n Time (think ahead, space out tasks) n Downloaded from www. avhf. com

Synergy: The combined action of separate resources has greater total effect than the sum of their individual effects when they are assimilated by the flight crew. Downloaded from www. avhf. com 48

49 Situational Awareness: The accurate perception of the factors affecting the aircraft and the crew, including knowing what has happened in the past, what’s going on now, and how these affect what might happen in the future. Downloaded from www. avhf. com

Maintaining good situational awareness: Critical Success Factors: n n n Downloaded from www. avhf. com Knowledge (plus experience/training) Attitude Personal health Crew coordination Inquiry 50

Causes of loss of situational awareness: n n n n Downloaded from www. avhf. com Fixation Ambiguity Unresolved disagreement or discrepancy Complacency Euphoria Gut feeling Distraction 51

Minimizing loss of situational awareness Illness? n Medication? n Stress? n Alcohol? n Fatigue? n Eating? n Downloaded from www. avhf. com 52

53 The “I’M SAFE” checklist I ILLNESS? M MEDICATION? S STRESS? A ALCOHOL? F FATIGUE? E EATING? Downloaded from www. avhf. com

54 Decision Making A multitude of factors: n Knowledge n Training n Experience n Attitudes Downloaded from www. avhf. com

56 Hazardous Attitudes n Anti-authority n Impulsivity n Invulnerability n Macho n Resignation n Get Downloaded from www. avhf. com There-itis

Risk Evaluation AESOP MODEL Aircraft Environment Situation Operations Downloaded from www. avhf. com Personnel 57

It’ sb re ak tim e! 58 Please be back in 10 minutes Downloaded from www. avhf. com

59 Operating Strategy = Aircrew Cycle + SCOP Downloaded from www. avhf. com Duties +

SC OP 60 Downloaded from www. avhf. com A specific technique for effecting good situational awareness, decision making and communications

Standard Cockpit Operating Procedure (SCOP) 61 Who flies n Who briefs what and when n Callouts: who makes them and when n Who does miscellaneous procedures n Checklist use (style and procedure) n Downloaded from www. avhf. com

62 Briefings: PIC briefs SIC Filed flight plan n Weather conditions n Itinerary, delays, stopovers, etc. n PIC/SIC, PF/PNF assignments n Question SIC about: n • • Downloaded from www. avhf. com Fuel loaded Preflight inspection Load manifest, W&B Answer questions

63 Briefings: Before takeoff briefing Initial heading & altitude n Review critical “V” speeds n n Advise of malfunctions & emergency action n Backup power settings Standard Callouts n Any Questions? n Downloaded from www. avhf. com

64 Briefings: Approach briefing Name & location of IAP n Field elevation n Final approach crs. description n Name of final approach fix n DH/MDA timing n Missed approach procedure—at least first heading and altitude n Any questions? n Downloaded from www. avhf. com

s t il s k c e h C Ensure proper configuration n of aircraft n Basis for procedural standardization n A collection of task lists Downloaded from www. avhf. com 65

Normal Checklist: Verifies aircraft configuration n Provides sequential framework n Allows for cross-checking n Dictates crew duties n Enhances the team concept n Quality control tool n Reduces reliance on memory n Helps prevent exceeding aircraft limitations n Downloaded from www. avhf. com 66

! s e s u c x E I don’t use checklists because— n They take too much time. . . n I know my airplane so well. . . n They are too much work. . . n I fly a simple airplane. . . Downloaded from www. avhf. com 67

68 Checklist philosophy Methods of Use: n Call-do-response (“cookbook”) n Challenge-Verification. Response (checklist backs up flow patterns) Downloaded from www. avhf. com

69 Redundancy n Memory Vs. Checklist n Inter-crew checking n Once isn’t enough! Downloaded from www. avhf. com

70 Checklist Pitfalls Memory only - no checklist backups n Checklist pulled by habit, but not used n Checklist left entirely up to the PNF, w/o checking for action or response from PF (all talk-no action!) n ”Shortcutting”-Calling several items at once, failing to verify action for each n Failure to declare completion of checklist n Downloaded from www. avhf. com

71 Performance factors Perception n CRM n Interruptions and distractions n Maintenance n Checklist ambiguity n Downloaded from www. avhf. com

Normal Checklists Cues 72 Downloaded from www. avhf. com n n n n Preflight inspection Before Starting Engines Taxi Before Takeoff Lineup After takeoff/climb Cruise Descent In-range Descent Approach Before Landing After landing Shutdown

n Subdivide long lists into usable chunks Make a checklist for each phase of flight • • • Downloaded from www. avhf. com Preflight Before starting Taxi Before takeoff Climb Cruise In range Descent Approach Before landing After landing Shutdown Ch ec kli st De sig n n 73

74 Order of Items System sequence n Motor/eye coordination Vs. checklist order n Flow patterns n Association: location & sequence n Downloaded from www. avhf. com

75 Sequence of Very Critical Items n Locate at beginning of checklist—get attention before distractions. . . n Duplicate critical “killer” items for emphasis (use sparingly. . . ) Downloaded from www. avhf. com

Design/Use Guidelines Respond with item status n Touch the items n Subdivide long checklists n Sequence checklists to match flow patterns n Sequence checklists with other internal/external events n Critical items up front w/repetition n Call checklists completed n Build in backups n Awareness & training n Downloaded from www. avhf. com 76

Checklist discipline: “There is nothing more worthless than sky above you, airspeed lost, runway behind you, fuel in the truck and checklists disregarded!” Downloaded from www. avhf. com 77

78 Standard Callouts An integral part of the SCOP n Help establish effective communications n Assist in situational awareness n A habit that increases the good effects of redundancy n Downloaded from www. avhf. com

79 Crew Resource Management *** The End *** Downloaded from www. avhf. com