Flight Crew Training Cockpit Resource Management (CRM) and Line-Oriented Flight Training (LOFT)(6)

1  Background
1.1  Over the last decade, an increasing amount of evidence has accumulated suggesting that some 70 per cent of air carrier incidents and accidents have been caused, at least in part, by a failure of the flight crew to make use of readily available resources. Research programmes have demonstrated that these types of occurrences have many common characteristics. One of the most compelling observations of these programmes is that often the problems encountered by flight crews are associated with poor group decision-making, ineffective communication, inadequate leadership, and poor management. In addition, many traditional training programmes emphasize the technical aspects of flying almost exclusively, and do not deal effectively with various types of crew management strategies and techniques that are also essential to flight safety.
1.2  These observations have led to a consensus in both industry and government that more emphasis needs to be placed upon the factors which influence crew co-ordination and the management of crew resources. Briefly defined, cockpit resource management (CRM) is the effective use of all available resources, i.e. equipment, procedures and people, to achieve safe and efficient flight operations. CRM training programmes have been or are being developed by several major operators. Although the concept is receiving widespread acceptance, limited progress has been made in the industry as a whole. Moreover, there is some confusion with respect to the key elements of CRM training, and how to go about developing a CRM training programme.
1.3  General
1.3.1  CRM training is but one practical application of Human Factors. Although CRM can be approached in many different ways, there are some essential features. The training should focus on the functioning of the flight crew as an intact team, not simply as a collection of technically competent individuals; and should provide opportunities for crew members to practise their skills together in the roles they normally perform in flight. The programme should teach crew members how to use their own personal and leadership styles in ways that foster crew effectiveness. The programme should also teach crew members that their behaviour during normal, routine circumstances can have a powerful impact on how well the crew as a whole functions during high-workload, stressful situations. During critical emergency situations, rather basic skills and knowledge come into play, and it is unlikely that any crew member will be able to take the time to reflect upon his or her CRM training to determine how to act. Similar situations experienced in training increase the probability that a crew will handle actual stressful situations more competently.
1.3.2  Research studies from the behavioural sciences strongly suggest that behaviour change in any environment cannot be accomplished in a short period of time, even if the training is very well designed. Trainees need time, awareness, practice and feedback, and continual reinforcement to learn lessons that will long endure. To be effective, CRM training must be accomplished in several phases.
　
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