Crew
Resource
Management


By
Dr
Anthony
Ciavarelii
and


Thomas
Sather

Naval
Postgraduate
School


Adapted
by
Kent
Lewis

Signal
Charlie

 Seven
Skills

•  Leadership

•  Adaptability

•  AsserCveness

•  CommunicaCon

•  Decision
Making

•  Mission
Analysis

•  SituaConal
Awareness

 Leadership

•  Ability
to
direct
and
coordinate
the
acCviCes

of
other
crew
members,
and
to
encourage

them
to
work
together
as
a
team

•  Types
of
Leadership

1.  Designated
Leadership 


•  Responsible

•  Makes
final
decisions

•  Normal
mode
of
Leadership

2.  FuncConal
Leadership

•  Leadership
by
knowledge
or
experCse

•  Occurs
as
need
arises

•  ResponsibiliCes
of
Leadership

–  Crew
performance

–  Direct
acCons

–  Ask
for
info
and
assistance

•  Traits
of
an
EffecCve
Leader

–  Respected


–  Decisive

–  Delegates
tasks

–  Provides
feedback

–  Leads
by
example

–  Keeps
crew
informed

–  Open
to
suggesCons

–  Builds
team
spirit

–  Directs
and
coordinates
acCviCes

–  Maintains
professional
atmosphere

–  Mission
knowledge

 Adaptability

•  Ability
to
alter
course
of
acCon
when
new

informaCon
becomes
available


•  SituaCons
requiring
flexibility

–  Unbriefed
situaCons

–  Emergencies

–  Crew
incapacitaCon

–  Crew
interacCons

•  Maintaining
adaptability

–  AnCcipate
problems
(Murphy)

–  IdenCfy
and
acknowledge
any
change

–  Determine
if
a
SOP
or
habitual
response
is

appropriate

–  Offer
alternaCve
soluCons

–  Provide
and
ask
for
assistance

–  Interact
construcCvely
with
team

•  SeUng
the
tone
for
adaptability

–  Establish
an
open,
professional
atmosphere

–  Ensure
the
crew
understands
the
mission

 AsserCveness

•  Willingness
and
readiness
to
acCvely
parCcipate,

state
and
maintain
a
posiCon

•  IniCaCve
and
courage
to
act
and
adapt

•  May
exceed
your
comfort
level.
If
so,
speak
up!


–  Comfort
Level
–
The
degree
to
which
you
feel

comfortable
with
what
is
happening,
while
taking
into

account
that
flying
a
mission
can
be
dangerous
and

demanding

•  Barriers
to
asserCveness

–  PosiCon
of
authority

–  Experience

–  Rank

–  Lack
of
confidence

–  Fear
of
reprisal

 CommunicaCon

•  Clear
and
accurate
sending
and
receiving
of

informaCon,
instrucCons
or
commands

•  Shared
mental
model

•  Providing
useful
feedback

•  Verbal

•  Spoken

•  WriZen

•  Non‐verbal


Process
of
CommunicaCon

1.  Sender
conveys
ideas
or
informaCon
to
receiver

2.  Receiver
takes
in
informaCon

3.  Receiver
provides
feedback

•  Sender’s
ResponsibiliCes

–  Communicate
in
appropriate
mode

–  Verbal
vs
non‐verbal

–  Convey
informaCon
accurately,
concisely
and
in

standard
formats

–  Provide
informaCon
at
appropriate
Cme

–  Request
verificaCon
or
feedback


•  Receiver’s
Responsibility

–  AcCvely
listen

–  AcCve
vs
passive
role

–  Take
acCon
as
a
result
of
communicaCon

–  Respond
to
communicaCons

–  Ask
for
clarificaCon
of
unclear
communicaCon

•  Barriers
to
CommunicaCon

–  Noise

–  Rank

–  Technology

–  Task
overload

–  Gender

–  AUtudes

–  Culture

–  Language

 Decision
Making

•  Ability
to
use
logical
and
sound
judgment
to

make
decisions
based
on
available

informaCon.
This
includes:

–  Assessing
the
situaCon

–  Verifying
informaCon

–  IdenCfying
soluCons

–  AnCcipaCng
consequences
of
decisions

–  Informing
others
of
decision
and
raConale

–  EvaluaCng
decisions

•  Factors
Which
Promote
Good
Decision
Making

–  Teamwork

–  Building
Cme
to
make
decision
(Wind
the
clock)

–  Alert
team
members

–  Decision
strategies

–  Experiences

–  ConCngency
plans

•  Decision
Making
Strategy
for
TroubleshooCng

–  IdenCfy
all
of
the
symptoms

–  Make
a
hypothesis
as
to
probable
cause

–  Test
your
hypothesis

–  Consider
appropriates
remedies

•  Barriers
(and
MiCgaCons)
for
Decision
Making

–  Time


•  (Use
SOPs,
stop,
hold,
vector,
divert)


–  Inaccurate
or
ambiguous
informaCon

•  Cross
check
or
request
more
info


–  Pressure
to
perform

•  Evaluate
raConale
for
decision


–  Rank
difference

•  Use
asserCve
behavior

•  Decision
Strategy
for
Risk
Assessment


–  Perceive

•  PAVE

–  People

–  Aircraa

–  enVironment

–  External
Pressures


–  Process

•  CARE

–  Consequences

–  AlternaCves

–  Reality

–  External
Pressures


–  Perform

•  TEAM

–  Transfer

–  Eliminate

–  Accept

–  MiCgate


•  Or
Ask‐Assess‐Act

•  Good
decision
making
skills
opCmize
risk

management
and
minimize
errors

•  Poor
decision
making
and
faulty
judgment
is
a

leading
cause
of
mishaps
and
mission
failures.


•  Define
mission

 Mission
Analysis

•  Ability
to
develop
short
term,
long
term
and

conCngency
plans


•  Ability
to
coordinate,
allocate
and
monitor

system
resources

•  Phases
of
Mission
Analysis

–  Premission/Preflight

–  Inflight

–  Posdlight

•  Preflight
Mission
Analysis

–  Planning

–  PreparaCon

–  Briefing

•  Professional

•  Focused

•  Assigns
responsibiliCes

•  InteracCve

•  Complete

•  In‐flight
Mission
Analysis

–  Short
term
planning

–  Monitoring
mission
progress

–  IdenCfying
and
reporCng
challenges
or
changes

•  Post‐Mission
Analysis

–  SelecCve
review
of
flight
and
events

–  InteracCve


–  Timely

 SituaConal
Awareness

•  Degree
of
accuracy
by
which
one’s
percepCon

of
current
environment
mirrors
system
values

•  PercepCon
vs
Reality

–  View
of
situaCon

–  Incoming
informaCon

–  ExpectaCons
and
Biases

–  Incoming
informaCon
vs
expectaCons

•  Factors
that
Reduce
SituaConal
Awareness

–  Insufficient
communicaCon
or
informaCon

–  FaCgue

–  Stress

–  Task
overload

–  Task
underload

–  Groupthink

–  Goal
compleCon

–  Degraded
system
operaCng
condiCons

 Reference

•  Human
Factors
Checklist:
An
Aircraa
Accident

InvesCgaCon
Tool,
Appendix
B:
Crew
Resource

Management


(Naval
Postgraduate
School,
School
of
AviaCon

Safety,
Ciavarelli
&
Sather,
2002)

hZps://www.netc.navy.mil/nascweb/sas/files/
hfchklst.pdf

Thank
you
for
your
dedicaCon
to
the
conCnuous

improvement
of
aerospace
safety


Kent
Lewis


kent.lewis@alpa.org


lewis.kent@gmail.com


(817)
692‐1971