Does CRM Training Improve Teamwork Skills in the Cockpit?: Two Evaluation Studies

Salas, Eduardo; Fowlkes, Jennifer; Stout, Renée J.; Milanovich, Dana M.; Prince, Carolyn

doi:10.1518/001872099779591169

Cited by 154 publications

(104 citation statements)

References 12 publications

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“…However, small sample sizes are common for team research in operational settings with the number of teams evaluated typically in the range of 5 to 15 (e.g., Salas et al 1999;Serfaty, Entin, and Johnston 1998), or when team data are aggregated into higher units of analysis as was the case in this study (McIntyre and Salas 1995).…”

Section: Discussionmentioning

confidence: 99%

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Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Morey¹,

Simon

Jay

et al. 2002

Health Services Research

888

660

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Objective. To evaluate the effectiveness of training and institutionalizing teamwork behaviors, drawn from aviation crew resource management (CRM) programs, on emergency department (ED) staff organized into caregiver teams. Study Setting. Nine teaching and community hospital EDs. Study Design. A prospective multicenter evaluation using a quasi-experimental, untreated control group design with one pretest and two posttests of the Emergency Team Coordination Course TM (ETCC). The experimental group, comprised of 684 physicians, nurses, and technicians, received the ETCC and implemented formal teamwork structures and processes. Assessments occurred prior to training, and at intervals of four and eight months after training. Three outcome constructs were evaluated: team behavior, ED performance, and attitudes and opinions. Trained observers rated ED staff team behaviors and made observations of clinical errors, a measure of ED performance. Staff and patients in the EDs completed surveys measuring attitudes and opinions. Data Collection. Hospital EDs were the units of analysis for the seven outcome measures. Prior to aggregating data at the hospital level, scale properties of surveys and event-related observations were evaluated at the respondent or case level. Principal Findings. A statistically significant improvement in quality of team behaviors was shown between the experimental and control groups following training ( p 5 .012). Subjective workload was not affected by the intervention ( p 5 .668). The clinical error rate significantly decreased from 30.9 percent to 4.4 percent in the experimental group ( p 5 .039). In the experimental group, the ED staffs' attitudes toward teamwork increased ( p 5 .047) and staff assessments of institutional support showed a significant increase ( p 5 .040). Conclusion. Our findings point to the effectiveness of formal teamwork training for improving team behaviors, reducing errors, and improving staff attitudes among the ETCC-trained hospitals.

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Section: Discussionmentioning

confidence: 99%

“…Crew resource management training has been shown to be effective in these environments and is being extended into other domains (Helmreich and Foushee 1993;Salas et al 1999).…”

mentioning

confidence: 99%

Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Morey¹,

Simon

Jay

et al. 2002

Health Services Research

888

660

View full text Add to dashboard Cite

show abstract

“…A key goal of this work has been to leverage the unique strengths of both the human and robot. Researchers have defined a good robot teammate as one that permits teammates to choose actions and timings on the fly, dynamically anticipates and adapts, ensures time-critical tasks are accomplished first and supports interaction that is fluid and natural to the human [6], [12], [23], [29], [31].…”

Section: Introductionmentioning

confidence: 99%

Decision-Making Authority, Team Efficiency and Human Worker Satisfaction in Mixed Human-Robot Teams

Gombolay

Gutierrez

Sturla

et al. 2014

Robotics: Science and Systems X

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Abstract-In manufacturing, advanced robotic technology has opened up the possibility of integrating highly autonomous mobile robots into human teams. However, with this capability comes the issue of how to maximize both team efficiency and the desire of human team members to work with robotic counterparts. We hypothesized that giving workers partial decision-making authority over a task allocation process for the scheduling of work would achieve such a maximization, and conducted an experiment on human subjects to test this hypothesis. We found that an autonomous robot can outperform a worker in the execution of part or all of the task allocation (p < 0.001 for both). However, rather than finding an ideal balance of control authority to maximize worker satisfaction, we observed that workers preferred to give control authority to the robot (p < 0.001). Our results indicate that workers prefer to be part of an efficient team rather than have a role in the scheduling process, if maintaining such a role decreases their efficiency. These results provide guidance for the successful introduction of semi-autonomous robots into human teams.

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“…Even with proven crew resource management (CRM) programs that exemplify organization development (OD) processes and serve as models for several safety-critical sectors (Gawande, 2009;Kanki, Helmreich, & Anca, 2010;Vicente, 2006), many captains and first officers today display concern about their performance and exhibit unilateral tendencies in dynamic situations under stress or high workload (Salas, Fowlkes, Stout, Milanovich, & Prince, 1999). Often their natural reflexive response is individualistic, unilateral control and win-lose (Argyris, 2006;Klein, 1998;Schwarz, 2005).…”

Section: Purposementioning

confidence: 99%

“…In order to uncover our reflexive processes and move to a more robust flight deck system, Oshry's vision could be integrated into recurrent proficiency training cycles using Distelhorst's (n.d.) Leadership Development Plan Phase I Laying the Foundation-Self Assessment as a distance learning module accompanied by selected readings from Loukopoulos et al (2009), Klein (1998), Argyris (2006), Salas et al (1999), Sales (2006), Schwarz (2005), Senge (2006), and Oshry (1999Oshry ( , 2003. This home-study module could lay the foundation for integration into proficiency training modules.…”

Section: Implementation Through Assessment and Trainingmentioning

confidence: 99%

Robust Flight Deck Systems: Harnessing the Synergistic Power of the Crew

Stasio¹

2013

Journal of Human Performance in Extreme Environments

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Robust flight decks are possible in both normal and novel operations. Existing crew resource and error management programs can improve team-centered resilience with Oshry's organization development (OD) principles. The need on the flight deck is to diminish the invisible behavioral gap between espoused theory and theory-in-use by balancing Oshry's four basic elements that make up robust human systems-differentiation, homogenization, integration, and individuation. This low-cost OD vision is offered as a guide for organizations to tailor existing aircrew recurrent training modules. Assessment and diagnosis measures are recommended for continuous improvement, so this OD framework includes adaptive feedback interventions and soft-skills behavioral markers for organizations to consider.

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Does CRM Training Improve Teamwork Skills in the Cockpit?: Two Evaluation Studies

Cited by 154 publications

References 12 publications

Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Decision-Making Authority, Team Efficiency and Human Worker Satisfaction in Mixed Human-Robot Teams

Robust Flight Deck Systems: Harnessing the Synergistic Power of the Crew

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