Flight Crew Training Cockpit Resource Management (CRM) and Line-Oriented Flight Training (LOFT)(22)

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The third reason had to do with the feedback we were receiving from our own training surveys as well as those from the Allied Pilots Association. As the LOFT concept took root, a lack of co-ordination developed between what was being taught in the simulator and the CRM material presented in the classroom. It became clear that these two experiences had to be integrated in order to obtain optimum cockpit performance.
Lastly, some of our emphasis on CRM course improvement came about as the result of the FAA Administrator's "Impact 88" programme. As part of that effort, an FAA consultant, Dr J. Berlin, commenced the development of a new type CRM programme using the AA Flight Academy as the first "test bed". The initial results of this effort were so encouraging that we asked Dr. Berlin to continue his work, this time in the role of Consultant to American Airlines. Since June 1, 1988 he has headed up the development of a CRM programme unique to the needs of our operation. Before the development of specific training modules began, Dr. Berlin completed a needs analysis by interviewing training and flight managers, by interviewing flight crews of all types of equipment and seat positions, and by observing cockpit performance during more than 100 flights. As a result of the needs analysis three themes emerged which, in addition to the usual CRM subject matter, became the focus for the development of new training modules.
The first theme concerns American Airlines' extraordinary use of
procedures. It became clear, both from comparing operations manuals and from actual cockpit observations, that we have one of the most, if not the most, procedure-oriented flight departments in the industry. In addition, reliable evidence indicates that extremely high adherence to these procedures exists.
While this emphasis upon procedures is entirely laudable, there is growing concern among both the flight crews and management that the ability to creatively solve problems for which there are no standard procedures requires additional development. Although evidence does not support this, the concern is great enough for us to have decided to develop some special training modules which reinforce creative problem-solving without decreasing adherence to our procedures.
The second theme concerns the number and qualifications of new crew members. Because of the rapid expansion of our company, almost 1000 pilots have been hired and trained during each of the past three years. Although American Airlines tends to get the "cream of the crop", it is extremely important that our captains contribute to the development of these new pilots, especially because they often move into the right seat very soon after coming on the line. Many of the pilots who voiced these concerns are themselves new captains, and it is to their credit that they express the need for help in becoming effective "coaches" and teachers to the lesser experienced group. Perhaps the most exciting module thus far developed for the CRM programme is the "helping relationship" module given in the captains' upgrade course. The response to the module has been unanimously favourable.
　
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