Issue 411 April 2014
Three Important Aspects of CRM/ Communication,
Communication, and Communication
NASA sponsored the first workshop on the topic
of Cockpit (later “Crew”) Resource Management (CRM) in 1979. That workshop was
a direct outgrowth of research begun in the mid-seventies at the NASA Ames
Research Center. This work was aimed at addressing some of the problems underlying
several accidents (notably the 1972 L-1011 Everglades accident and the B737
that crashed in the same year attempting a go-around at Chicago’s Midway
airport). One of the early observations of this research was that many of these
problems seemed to be related to decision-making, crew coordination,
leadership, and communications skills.
In 1986, NASA Ames convened a workshop1 to
review the progress made in CRM and to explore methods of improving training
that stressed coordinated crew performance.
In the ongoing evolution of CRM, current
training acknowledges that human error cannot be totally eliminated. Therefore,
CRM now focuses on threat and error management and the development of
countermeasures which are centered on error avoidance, trapping errors before
they are committed, and mitigating error consequences. This threat and error
management approach relies on a non-punitive safety culture in which errors are
examined in the light of “lessons learned” in order to facilitate better
training.
While the ASRS CALLBACK newsletter regularly
provides such lessons in all aspects of aviation, this month’s issue focuses on
communication, one of the many elements of effective Crew Resource Management.
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