Crew Resource Management Training

Cover
Half Title
Title Page
Copyright Page
Table of Contents
Preface
Acknowledgements
Author
List of Abbreviations
Introduction
Chapter 1 Why a ‘Competence-based’ Approach to Crew Resource Management Training?
	1.1 Introduction
	1.2 A Short History of CRM
	1.3 What Does Expertise Look Like?
	1.4 Developing Expertise
	1.5 Developing Training Interventions
	1.6 Instructional Design vs Competency-based Training
	1.7 Understanding ‘Success’
	1.8 Conclusion
	References
Chapter 2 Thinking about Failure
	2.1 Introduction
	2.2 What Is Safety?
	2.3 The Building Blocks of Safety Thinking
	2.4 The Pelee Island Crash
	2.5 Linear Models of Accident Causation
	2.6 Normal Accident Theory (NAT) and High Reliability Organisations
	2.7 Organisational Error
	2.8 Why Historical Models Are Problematic
	2.9 Conclusion
	References
Chapter 3 A Systems Model of Aviation
	3.1 Introduction
	3.2 Systems Thinking and Safety
	3.3 The Structure of the Aviation System – Aviation as Hierarchical Decision-Making
	3.4 Behaviour within a System
	3.5 Pelee Island as a System
	3.6 Exploring Structural Elements of a Resilient System
	3.7 Systems and Scale Effects
	3.8 Systems, Drift and the Distortion of Buffering
	3.9 Conclusion
	References
Chapter 4 On Being Human – Frailties, Vulnerabilities and Their Effect on Performance
	4.1 Introduction
	4.2 ‘Personality’ – How Evolution Shapes Behaviour
	4.3 Stress as a Biological Process
	4.4 Stress, Fear and ‘Startle’
	4.5 Sleep and Fatigue
	4.6 What Is Sleep?
	4.7 Acute Fatigue in Pilots
	4.8 Acclimatisation and Night Flying
	4.9 Chronic Fatigue in Airline Pilots
	4.10 Recuperation
	4.11 Anxiety and Psychological Fatigue
	4.12 Fatigue Mitigation
	4.13 Fatigue and Pilot Health
	4.14 Fatigue and Safety – Cause or Risk Factor?
	4.15 Conclusion
	References
Chapter 5 Doing Normal Work – Processes at Level 1
	5.1 Introduction
	5.2 Work as Thought
	5.3 Goals, Boundaries and Margins – The Structure of Tasks
	5.4 Buffering and Efficacy – The Management of Goal States
	5.5 Goal States and Resilience
	5.6 Human Information Processing
	5.7 Situational Awareness, Distributed Cognition and Sense-Making
	5.8 Performance as Approximation
	5.9 Acting in an Under-specified World
	5.10 Decision-Making as Task Management
	5.11 Decision-Making and Goal State Modification
	5.12 The Special Case of Problem-Solving
	5.13 Safety Drift at the Individual Level – Behavioural Templates
	5.14 Conclusion – Working at Level 1
	References
Chapter 6 Error as Performance Feedback
	6.1 Introduction
	6.2 The Helios B-737 Crash Near Athens, 2005
	6.3 What Is an ‘Error’?
	6.4 Slips – Executing Trained Behaviour Patterns
	6.5 Lapses – Forgetting as a part of work
	6.6 Mistakes – The Failure of Rules
	6.7 Bringing Knowledge into Play
	6.8 Sense-making, Rule-based and Knowledge-based Action
	6.9 Performance under Normal Circumstances
	6.10 Factors That Shape Performance
	6.11 Variability
	6.12 Keeping Control
	6.13 ‘Wrong Work’ and Violations as Improvisations
	6.14 Performance Approaching the Boundary
	6.15 Conclusion: Errors as Signals of System Behaviour
	References
Chapter 7 Acting in the Public Domain – Collaboration to Achieve Operational Goals
	7.1 Introduction
	7.2 Collaboration in a Systems Context
	7.3 Collaboration as Shared Decision-Making
	7.4 Collaboration in Normal Work
	7.5 Engagement as a Transitory State
	7.6 Control in Work Groups – Monitoring as Collaborative Task Management
	7.7 Within-Group Social Dynamics
	7.8 Leadership – A Special Case in Self-directed Teams?
	7.9 Culture
	7.10 Conflict Resolution
	7.11 Behaviour between Groups
	7.12 Conclusion
	References
Chapter 8 Communication
	8.1 Introduction
	8.2 The Evolution of Communication
	8.3 San Juan, Puerto Rico
	8.4 What Is ‘Communication’?
	8.5 Communication in an Aviation Context – What It Does?
	8.6 How Speech Works?
	8.7 A Functional Model of Communication
	8.8 Exploring Communication Dynamics: Control and Verification
	8.9 Communication, Option Selection and Decision-Making
	8.10 Creating Future Plans: Shared Understanding
	8.11 Social Chat
	8.12 What ‘Normal’ Communication Looks Like?
	8.13 Communication in a Systems Model
	8.13 Distributed Communication
	8.14 Communication as Information Propagation across a Network
	8.15 Communication as Hierarchical Control
	8.16 Communication, Safety Drift and Scale Law at a Systems Level
	8.17 Conclusion
	References
Chapter 9 Organisational Factors – Level 3
	9.1 Introduction
	9.2 What Is an Airline?
	9.3 How Things Get Done in Aviation
	9.4 Fundamental Challenges at the Heart of Organisations
	9.5 Management Control and Worker Responses
	9.6 Control, Management Legitimacy or Chaos and Abuse?
	9.7 Demand and Overwork – Employee Sickness/Absence as Resistance
	9.8 Delegating Control: Challenges to Autonomy – Why Fuel Efficiency Measures Are Resisted
	9.9 Striving for Efficiency: Contradictions in Employee Involvement – Why Safety Reporting Fails
	9.10 Do Organisations Learn?
	9.11 How Level 3 Works
	9.12 Conclusion
	References
Chapter 10 Facilitating Aviation – Decision-Making at Level 4
	10.1 Introduction
	10.2 The Nature of Regulation
	10.3 Regulation as Hierarchical Control
	10.4 Regulatory Failure
	10.5 Change Management and Regulatory Failure
	10.6 Failure, Capture and Crisis – Regulators, Aircraft Manufacturers and the Construction of Safety
	10.7 Investigation as Feedback
	10.8 The Pel Air Westwind Ditching
	10.9 The Fallout
	10.10 Postscript to Pel Air
	10.11 Regulation, Investigation, Control and Feedback
	10.12 Conclusion
	References
Chapter 11 Training for Competence
	11.1 Introduction
	11.2 The Training Problem
	11.3 Assessment Frameworks and ‘Competence’
	11.4 A Systems View of Competence
		11.4.1 Competence as ‘Normal Work’
		11.4.2 Competence as Management of Anomalies – Performance in Transitional States
		11.4.3 Competence in a Crisis – Performance at the Boundary
		11.4.4 An Outline Competence Model
	11.5 Non-Training Interventions
	11.6 Are Stress and Fatigue a Special Case?
	11.7 Developing Training Interventions
	11.8 Mapping Competencies onto Training Methods
	11.9 Conclusion
	References
Chapter 12 Assessment of Performance
	12.1 Introduction
	12.2 Why Assess?
	12.3 What to Assess?
	12.4 Assigning a Value to the Performance
	12.5 Assessors as Sources of Bias
	12.6 Establishing Reliability and Validity
	12.7 Training Assessors
	12.8 Conducting the Assessment
	12.9 Conclusion
	References
Index