CAP 737 Crew Resource Management (CRM) Training 机组资源管理培训(99)

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Depicting increasing lengths of segments with training progress (e.g. from 2 minute vignettes of a specific behavioural marker to an entire flight/surgical procedure).

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Information about the background of the behavioural marker system with full reference documentation.

16 What are regulatory issues regarding the use of behavioural marker systems?
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The rationale for employing a behavioural marker system in any domain is to improve levels of safety and to facilitate attainment of the highest possible levels of performance;

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A partnership between the operators and regulatory authorities is needed to achieve equitable assessment of non-technical skills, especially when a pass/ fail criterion is mandated;

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Regulators should move cautiously when initiating formal assessment of non-technical skills.

1. Note: This is a recommendation from the GIHRE report and not a CAP 737 recommendation.
17 What are research issues regarding the use of behavioural marker systems?
By nature, behavioural marker systems are not static, but must be continually evolved or refined in response to changing operational circumstances (e.g. development of equipment) and increased understanding of human factors issues in the domain. The following list, which is not exhaustive, specifies research topics where empirical evidence is either lacking or incomplete and systematic research should prove highly beneficial:
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Developing empirical evidence for the relative merits of global vs. phase or event-specific ratings and individual vs. team ratings;

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Defining context effects on crew behaviour and developing a systematic system of integrating these measures with behavioural markers to provide a more comprehensive system;

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Investigating the distribution of ratings of markers taken in different data collection environments (i.e. training including technical and non-jeopardy, full mission simulation (LOFT), non-jeopardy assessment of system performance (LOSA), formal evaluations in both line operations, and recurrent proficiency checks);

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Integrating knowledge from incident analyses, especially coping/recovery strategies and translating them into behavioural markers;

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Providing practical guidance for the transfer of behavioural marker systems and/or their components across domains and cultures (national, professional, and organisational).

Conclusion

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Behavioural marker systems have demonstrated value for training, understanding of performance in high risk environments, and research into safety and human factors.

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Behavioural marker systems can contribute to safety and quality in other work environments, as well as in high risk settings.

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Concepts are continuously evolving as a result of co-operation between practitioners and researchers.
　
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