Crew Resource Management Training: A Competence-based Approach for Airline Pilots - Crew Resource Management Training: A Competence-based Approach for Airline Pilots -

Why a ‘Competence-based’ Approach to Crew Resource Management Training?Introduction A Short History of CRM What Does Expertise Look Like?Developing Expertise Developing Training Interventions Instructional Design vs Competency-based Training Understanding ‘Success’Conclusion References Thinking about Failure Introduction What Is Safety?The Building Blocks of Safety Thinking The Pelee Island Crash Linear Models of Accident Causation Normal Accident Theory (NAT) and High Reliability Organisations Organisational Error Why Historical Models Are Problematic Conclusion References A Systems Model of Aviation Introduction Systems Thinking and Safety The Structure of the Aviation System – Aviation as Hierarchical Decision-Making Behaviour within a System Pelee Island as a System Exploring Structural Elements of a Resilient System Systems and Scale Effects Systems, Drift and the Distortion of Buffering Conclusion References On Being Human – Frailties, Vulnerabilities and Their Effect on Performance Introduction ‘Personality’ – How Evolution Shapes Behaviour Stress as a Biological Process Stress, Fear and ‘Startle’Sleep and Fatigue What Is Sleep?Acute Fatigue in Pilots Acclimatisation and Night Flying Chronic Fatigue in Airline Pilots Recuperation Anxiety and Psychological Fatigue Fatigue Mitigation Fatigue and Pilot Health Fatigue and Safety – Cause or Risk Factor?Conclusion References Doing Normal Work – Processes at Level 1 Introduction Work as Thought Goals, Boundaries and Margins – The Structure of Tasks Buffering and Efficacy – The Management of Goal States Goal States and Resilience Human Information Processing Situational Awareness, Distributed Cognition and Sense-Making Performance as Approximation Acting in an Under-specified World Decision-Making as Task Management Decision-Making and Goal State Modification The Special Case of Problem-Solving Safety Drift at the Individual Level – Behavioural Templates Conclusion – Working at Level 1 References Error as Performance Feedback Introduction The Helios B-737 Crash Near Athens, 2005 What Is an ‘Error’?Slips – Executing Trained Behaviour Patterns Lapses – Forgetting as a part of work Mistakes – The Failure of Rules Bringing Knowledge into Play Sense-making, Rule-based and Knowledge-based Action Performance under Normal Circumstances Factors That Shape Performance Variability Keeping Control ‘Wrong Work’ and Violations as Improvisations Performance Approaching the Boundary Conclusion: Errors as Signals of System Behaviour References Acting in the Public Domain – Collaboration to Achieve Operational Goals Introduction Collaboration in a Systems Context Collaboration as Shared Decision-Making Collaboration in Normal Work Engagement as a Transitory State Control in Work Groups – Monitoring as Collaborative Task Management Within-Group Social Dynamics Leadership – A Special Case in Self-directed Teams?Culture Conflict Resolution Behaviour between Groups Conclusion References Communication Introduction The Evolution of Communication San Juan, Puerto Rico What Is ‘Communication’?Communication in an Aviation Context – What It Does?How Speech Works?A Functional Model of Communication Exploring Communication Dynamics: Control and Verification Communication, Option Selection and Decision-Making Creating Future Plans: Shared Understanding Social Chat What ‘Normal’ Communication Looks Like?Communication in a Systems Model Distributed Communication Communication as Information Propagation across a Network Communication as Hierarchical Control Communication, Safety Drift and Scale Law at a Systems Level Conclusion References Organisational Factors – Level 3 Introduction What Is an Airline?How Things Get Done in Aviation Fundamental Challenges at the Heart of Organisations Management Control and Worker Responses Control, Management Legitimacy or Chaos and Abuse?Demand and Overwork – Employee Sickness/Absence as Resistance Delegating Control: Challenges to Autonomy – Why Fuel Efficiency Measures Are Resisted Striving for Efficiency: Contradictions in Employee Involvement – Why Safety Reporting Fails Do Organisations Learn?How Level 3 Works Conclusion References Facilitating Aviation – Decision-Making at Level 4 Introduction The Nature of Regulation Regulation as Hierarchical Control Regulatory Failure Change Management and Regulatory Failure Failure, Capture and Crisis – Regulators, Aircraft Manufacturers and the Construction of Safety Investigation as Feedback The Pel Air Westwind Ditching The Fallout Postscript to Pel Air Regulation, Investigation, Control and Feedback Conclusion References Training for Competence Introduction The Training Problem Assessment Frameworks and ‘Competence’A Systems View of Competence Competence as ‘Normal Work’Competence as Management of Anomalies – Performance in Transitional States Competence in a Crisis – Performance at the Boundary An Outline Competence Model Non-Training Interventions Are Stress and Fatigue a Special Case?Developing Training Interventions Mapping Competencies onto Training Methods Conclusion References Assessment of Performance Introduction Why Assess?What to Assess?Assigning a Value to the Performance Assessors as Sources of Bias Establishing Reliability and Validity Training Assessors Conducting the Assessment Conclusion References