CAP 737 Crew Resource Management (CRM) Training 机组资源管理培训(18)

2 CRM Standards
There are two issues in the specification of performance standards for CRM. The first is to identify and define the categories of behaviour and the second is to define the levels or standards of performance in each category which distinguish competence from non-competence.
The standards are competency based and therefore can be assessed against specific performance criteria. Much work has been done worldwide on these subjects, and although there is not yet an internationally agreed set of reference points, there is obvious overlap among categories and standards defined in the documents referred to in Appendix 11. This contains a selection of behavioural markers and competency standards currently used by various organisations.

3 Objectives of CRM Training
The objectives of CRM training are as follows:
a) To enhance crew and management awareness of human factors which could cause or exacerbate incidents which affect the safe conduct of air operations.
b) To enhance knowledge of human factors and develop CRM skills and attitudes which when applied appropriately could extricate an aircraft operation from incipient accidents and incidents whether perpetrated by technical or human factor failings.
c) To use CRM knowledge, skills and attitudes to conduct and manage aircraft operations, and fully integrate these techniques throughout every facet of the organisation culture, so as to prevent the onset of incidents and potential accidents.
d) To use these skills to integrate commercially efficient aircraft operations with safety.
e) To improve the working environment for crews and all those associated with aircraft operations.

CRM Training Syllabus
CRM training should be based on the JAR OPS Subpart N syllabus. The Operator or training provider should include a detailed CRM course syllabus, based on the JAR OPS syllabus, in their Operations Manual. However, the aim should be to ensure that crews are able to make best use of all facilities available to them, rather than to cover any particular aspect of the syllabus. Operators should therefore give due regard to the type of operation and to company culture when designing or agreeing any CRM training. For example, the syllabus will need to take account the level of automation in use in company aircraft.
Operators should build their own training programme to fit in with the company culture and SOPs. Table 1 can be used as a guide but operators should include additional material gathered from case based studies and recent events. Particular attention should be given to cultural differences where this is applicable.
More detailed syllabi for human factors training, human performance and limitations training, and CRM training are included in Appendices 1 and 2 for information. It should be stressed that these are only examples and an Operator may wish to use other sources of information when formulating a detailed CRM syllabus appropriate to their own type of operation.
　
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