CAP 737 Crew Resource Management (CRM) Training 机组资源管理培训(31)

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Instructors and examiners should be familiar with the marker system in use by the operator in order to enable them to make constructive debriefs and give guidance to crews to improve future performance and also to make recommendations for further training where this is necessary. However, they should not use these markers as a check list when making assessments. CRM assessment should not be conducted as an activity survey for each phase of flight, but should be carried out within the overall assessment of the flight check.
Key to the use of any behavioural marker system is the training and standardisation of the assessors within the company. Regular re-standardisation is necessary as it has been shown that assessors skills are degradable, and require regular re-evaluation and sharpening.
Chapter 8  Evaluation of the Effectiveness of CRM Training
1 Introduction
CRM training effectiveness is particularly difficult to evaluate in terms of effectiveness, and few organisations would claim to have been successful. It cannot be measured by accident rates since there is not enough data. Incident data may sometimes be used, but other factors affect the rate and nature of incident reporting over time, often making it invalid to use incident rates as a measure. Indeed, a good safety culture can result in an apparent increase in incidents due to open and honest reporting, which does not necessarily equate to an increase in the number of CRM related errors.
Flight Data Monitoring (FDM) may offer a solution to a non-biased method of measuring incidents or exceedences, but without interviewing flight crew to determine the causes of the exceedences, no definite link with CRM (whether good CRM or poor CRM) can be established.
The methods most commonly used are based on subjective feedback from flight crew.
This chapter provides some information on the various methods available, but does not offer a preferred solution to the problem of how to measure the effectiveness of CRM training, since no perfect method has yet been found.

2 Methods Available
The effectiveness of CRM training may can be evaluated at several different levels, namely:
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Reactions (how participants have responded to training);

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Learning (the principles, facts and skills which were understood and absorbed by the participants);

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Behaviour (whether knowledge learned in training transfers to actual behaviours on the job);

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Organisation (tangible evidence of success at an organisational level of an improvement in safety and/or efficiency).

2.1 Reactions ("happy sheets")
This method usually uses questionnaires given out to participants at the end of a training course, asking for their opinions, often in terms of their satisfaction or enjoyment of the course. Whilst a positive reaction does not necessarily equate with learning, a negative reaction is more informative in terms of an indication that the training may be flawed. If the majority of participants leave a training session frustrated or unhappy, it may suggest a problem with the course material or the way in which it was presented. CRM 'messages' are unlikely to be effective if reactions are negative.
　
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