CRM was developed as a response to new insights into the causes of aircraft accidents which followed from the introduction of flight recorders and cockpit voice recorders into modern jet aircraft. Information gathered from these devices has suggested that many accidents result not from a technical malfunction of the aircraft or its systems, nor from a failure of aircraft handling skills or a lack of technical knowledge on the part of the crew; it appears instead that they are caused by the inability of crews to respond appropriately to the situation in which they find themselves. For example, inadequate communications between crew members and other parties could lead in turn to a loss of situational awareness, a breakdown in teamwork in the aircraft, and ultimately to a wrong decision or series of decisions which result in a serious incident or a fatal accident.
The widespread introduction of the dynamic flight simulator as a training aid, allowed various new theories about the causes of aircraft accidents to be studied under experimental conditions. On the basis of these results, and in an attempt to remedy the apparent deficiency in crew skills, additional training in flight deck management techniques has been introduced by some airlines. Following a period of experimentation and development, the techniques embraced by the new training became known collectively as CRM. The importance of the CRM concept and the utility of the training in promoting safer and more efficient aircraft operations have now been recognised world-wide.
CRM training is not limited to pilots. We must bear in mind that CRM is a concept, affecting the way people think and the way they act. It is intended to heighten attitudes and behavior, not to change personalities. Pilots, flight dispatchers, flight attendants or maintenance personnel can all benefit from CRM training.
The training of CRM is but one practical application of Human Factors. Although CRM can be approached in many different ways, there are some essential features. The training should focus on the functioning of crew members as a team, not simply as a collection of technically competent individuals, and should provide opportunities for crew members to practice their skills together in the roles they normally perform in flight. The program should teach crew members how to use their interpersonal and leadership styles in ways that foster crew effectiveness. The program should also teach crew members that their behavior during normal, routine circumstances can have a powerful impact on how well the crew as a whole function during high-workload, stressful situations. Similar situations experienced in training increase the probability that a crew will handle actual stressful situations more competently.
Research studies from the behavioral sciences strongly suggest that behavior change in any environment cannot be accomplished in a short period of time, even if the training is very well designed. Trainees need time, awareness, practice and feedback, and continual reinforcement to learn lessons that will long endure. To be effective, CRM training must be accomplished in several phases and over several years.
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