Crew Resource Management: A Literature Review

Abstract

Crew Resource Management as an academic field of study has only been in existeice for a relatively short period.However, because of its importance to the aviation community and the airlines in particular, there is a small but growing community of researcher and academicians that are specializing in its postulates. Despite the importance of research to the aviation industry and to aviation education, no comprehensive compendium of point specific literature exists. This void presents an obstacle for both researchers and practitioners in locating articles that may be relevant to their work.In addition, because of a narrow scope of many aviation education programs, researchers seeking information are often unaware of specificity's that address the totality of any particular program. Thus, the authors set out to identify a particular point specific niche of articles relating to a particular time segment of the unfolding Crew Resource Management Training field. Using descriptive research methodology and a systematic and thorough computer methodolojp, three hundred eighty-five citations were identified. These then were culled of duplication and a resultant suzty-six representative articles, with abstracts were found to coincide to the period of 1993 to 1998. These were W e r refined to key topics of a) the current status of CRM training and research, b) evolution of CRM concepts, c) measuring methods, and d) application of CRM.The history of CRM, Crew Resource Management, or as originally titled, Cockpit Resource Management is relatively short by modern standards. Its history is almost as short as that of the Airline Deregulation Act, which occurred only one year prior to the commonly accepted beginnings of CRM. Most practitioners trace the early fonnation of CRM to a meeting held by the National Aeronautic and Space Admimtration entitled Resource Management on the Flightdeck (Cooper, White & Lauber, 1993).Since that time many meeting, papers, research and training activities have created a natural time metamorphosis to occur that has as its Genesis the evolutionary process of valuable research and natural changes occurring with input. So pervasive has this metamorphosis become that Heherich, Ashleigh and Wilhelm (1998) have defined an evolutionary period corresponding to five generations, each have an identified event corresponding to their introduction.This natural change period has the most recent generation, the Bth, m its formative stages and is identified as the period of a search for a universal rationale. Underlying this fifth generation of CRM is the premise that human error is ubiquitous and inevitable, providing a valuable source of information (p.5). The aim of this fifth generation is the normalization of error and the development of strategies for managing error (Heherich, 1997).The fourth generation, the most complete, has been c h a r a c t d by the requkment of major air carriers to make detailed analysis of training requirement for each type of aircraft in their fleets along with the development of p...

Learning from safety incidents in high-reliability organizations: a systematic review of learning tools that could be adapted and used in healthcare

“…HROs such as aviation, military and automotive industries also developed crew resource management (CRM) training programmes, which were complementary to the simulation-based team training with debriefing sessions, but put more emphasis on non-technical skills [ 53 ]. These included effective leadership, teamwork, dealing with diverse personalities and operating styles, workload management and situational awareness; preparation, planning, and vigilance; workload distribution, distraction avoidance; individual factors, and stress reduction [ 53 ]. A US study showed significant improvement in safety, efficiency, dependability and assertiveness amongst aviation managers following CRM training [ 39 ].…”

“…Using CRM to help deconstruct and learn from safety incidents in healthcare could lead to a greater understanding of the importance of non-technical skills and improvements in safety [ 69 , 71 , 73 ]. CRM was adapted to healthcare, resulting in care improvement and harm reduction across a wide variety of medical specialties [ 53 , 74–76 ]. When implemented in the operating rooms, CRM has been shown not only to improve communication and staff morale but also to reduce patient morbidity and mortality [ 53 , 74 , 76 , 77 ].…”

“…CRM was adapted to healthcare, resulting in care improvement and harm reduction across a wide variety of medical specialties [ 53 , 74–76 ]. When implemented in the operating rooms, CRM has been shown not only to improve communication and staff morale but also to reduce patient morbidity and mortality [ 53 , 74 , 76 , 77 ]. However, unlike HROs, these programmes do not appear to be mandatory in the healthcare sector [ 72 , 76–79 ], and more work is required to adapt these learning approaches in staff development training and undergraduate and postgraduate medical and surgical education curriculums.…”

Pilotlarda Ekip Kaynak Yönetimi Becerileri

“…Bu programla birlikte hava yolu işletmelerinin ihtiyaçlarına uygun daha yenilikçi eğitimleri takip edebilmeleri mümkün hale gelmiştir. Bu eğitim olanaklarıyla birlikte hava yolları işletmeleri tüm uçuş ekiplerine hat uçuş eğitimleri ile birlikte ekip kaynak yönetimi eğitimlerini birlikte verme, uçuş ekiplerinin teknik eğitimleriyle ekip kaynak yönetimi eğitimlerini bütünleştirme fırsatını bulmuşlardır (Kaps, Keren-Zvi ve Ruiz, 1999) Beşinci nesil EKY ise, tehdit ve hata yönetimi kavramını ortaya koyar. Burada, EKY hata yönetimi ve azaltılması stratejisi olarak yerini alır.…”