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Every flight is characterized by constant change. It is the way each individual crew responds to that change that determines how effectively they will be able to manage their flight deck. The concepts of Flight Deck Management (FDM) is presented. The principles dealt with are applicable to every flight, and the occurrence of change in the conduct of every flight is given. Nothing remains as it is initially perceived. It is then shown how SimuFlite accomplishes training in these concepts. Finally the challenges which are faced as an industry to make FDM more effective are discussed.

The 6th General Flight Crew Training Meeting held in Montreal in May, 1984 was for most IATA member airlines the first time they had been exposed to what was then a relatively new aspect of flight crew training-resource management training. In reviewing the results of this meeting the IATA Flight Crew Training SubCommittee (FCTSC), which had been responsible for the agenda and the meeting itself, concluded that because very few airlines had implemented a program or even appeared to understand the term resource management, a member airline survey should be conducted and the results analyzed. This presentation shows the results of that survey in a form which can be related to the topics of the workshop.

Line Oriented Flight Training (LOFT) for United Airlines started in 1976. At that time it was basically no more than a line-simulated training function conducted in a full-mission simulator with no attention or stress on its human factor content. Very soon after the implementation of the LOFT program concerns were voiced about certain crew behavioral situations they were observing in the flight crew's execution of cockpit duties. These duties involved emergency procedures as well as irregular and normal procedures and situations. It was evident that new information was surfacing concerning crew interaction, or its lack thereof, in the cockpit and its effect on satisfactory performance. These observations naturally raised the question of how this information translated into the safety of aircraft operations. A training system had to be repetitive, the crew interactive, and the training had to be conducted under the crew concept. The foundation had to have two other factors: (1) it was necessary to have adequate human factor content, and (2) an advanced state-of-the-art simulator and appropriate electronic devices were required. These concepts are further discussed.

The training program the 1550th Combat Crew Training Wing at Kirtland Air Force Base, New Mexico, implemented in September 1985 is discussed. The program is called Aircrew Coordination Training (ACT), and it is designed specifically to help aircrew members work more effectively as a team in their respective aircraft and hopefully to reduce human factors-related accidents. The scope of the 1550th CCTW's training responsibilities is described, the structure of the program, along with a brief look at the content of the academic part of the course. Then the Mission-Oriented Simulator Training (MOST) program is discussed; a program similar to the Line Oriented Flight Training (LOFT) programs. Finally, the future plans for the Aircrew Coordination Training Program at the 1550th is discussed.

The why, what, and how of CRM at Flight Safety International (FSI)--that is, the philosophy behind the program, the content of the program, and some insight regarding how it delivers that to the pilot is presented. A few of the concepts that are part of the program are discussed. This includes a view of statistics called the Safety Window, the concept of situational awareness, and an approach to training that we called the Cockpit Management Concept (CMC).

The current USAir CRM program is presented. The lessons learned and the program issues are combined. The training material was developed after an extensive literature search and pilot interview survey to determine the problem. The investigation led to the design, implementation, and evaluation of a behavioral science awareness training program. The need was found, and the target population was identified as the pilot group.

The results of an investigation to develop a methodology for evaluating crew communication behavior on the flight deck and a flight simulator experiment to test the effects of crew member expressivity, as measured by the Personal Attributes Questionnarie, and flight task on crew communication and flight performance are discussed. A methodology for coding and assessing flight crew communication behavior as well as a model for predicting that behavior is advanced. Although not enough crews were found to provide valid statistical tests, the results of the study tend to indicate that crews in which the captain has high expressivity perform better than those whose captain is low in expressivity. There appears to be a strong interaction between captains and first officers along the level of command dimension of communication. The PAQ appears to identify those pilots who offer disagreements and inititate new subjects for discussion.

The approach and methodology used in developing cockpit management skills is effective because of the following features: (1) A comparative method of learning is used enabling crewmembers to study different forms of teamwork. (2) The learning comes about as a result of crewmembers learning from one another instead of from an expert instructor. (3) Key elements of cockpit teamwork and effective management are studied so that crewmembers can determine how these elements can improve safety and problem solving. (4) Critique among the crewmembers themselves rather than from outsiders is used as a common focusing point for crews to provide feedback to one another on how each can be a more effective crewmember. (5) The training is continuous in the sense that it becomes part of recurrent, upgrade, and other forms of crewmember training and development. And (6) the training results in sound and genuine insights that come about through solid education as opposed to tutoring, coaching, or telling crewmembers how to behave more effectively.

Cockpit resource management which is a multifaceted concept is outlined. The system involves the effective coordination of many resources: aircraft systems, company, air traffic control, equipment, navigational aids, documents, and manuals. The main concept, however, is group interaction. Problems which arise from lack of coordination, decision making, and lack of communication are pointed out. Implementation by the regional airline industry of cockpit resource management, designed to deal with human interactions problems in the most cost effective manner, is discussed.

The authors have played an integral role in Air New Zealand's evaluation of CRM and Human Factors training options available to date. As the final decision as to which course is best suited to Air New Zealand's needs has yet to be made, briefly outlined are: (1) why this form of training was considered necessary; (2) the approach taken to evaluating the options available; (3) some of the problems encountered on the way; and (4) some plans for the future.

CRM training can be done on a limited budget. It seems that everyone has a special name for their CRM program. A new program was created and entitled, Aircrew Resource Management (ARM) to emphasize the use of the full resources on our aircraft. That is meant to specifically include the loadmasters. The name also emphasizes the concept that all crewmembers are responsible for safe completion of the trip. The loadmasters have been the brightest students to date. They are a classic under-utilized resource. Together, their crew position has been credited with more ARM saves than the engineers and pilots. The seminar-based program is run by two seminar facilitators that is reinforced by Line Oriented Flight Training sessions run by the active-duty counterparts.

NAS 1.55:2455 Digitized from IA1177306-14-0089 , IA1177306-14-0090 , IA1177306-14-0091 , IA1177306-14-0092 .

In January 1986 in a continuing effort to maintain and improve flight safety and solve some Cockpit Resource Management (CRM) problems, People Express implemented a new CRM training program. It is a continuously running program, scheduled over the next three years and includes state-of-the-art full-mission simulation (LOFT), semi-annual seminar workshops and a comprehensive academic program authored by Robert W. Mudge of Cockpit Management Resources Inc. That program is outlined and to maximize its contribution to the workshop's goals, is organized into four topic areas: (1) Program content: the essential elements of resource management training; (2) Training methods: the strengths and weaknesses of current approaches; (3) Implementation: the implementation of CRM training; and (4) Effectiveness: the effectiveness of training. It is confined as much as possible to concise descriptions of the program's basic components. Brief discussions of rationale are included, however no attempt is made to discuss or review popular CRM tenets or the supporting research.

In fiscal year 1992, the Air Force plans to shift to a program of specialized undergraduate pilot training. Under this program student pilots, in the latter part of their flying training, will learn to fly the class of aircraft they will pilot on active duty. Because of this shift, the Air Training Command (ATC) will have to make significant changes in the curriculum of its flying training programs. ATC will become responsible for training student pilots to fly multiseat aircraft and to function as members of an aircrew. Author examines the effects of this change on ATC's undergraduate pilot training program. He discusses at length the advantages of training pilots as members of aircrews and how such training helps reduce the number of aircraft accidents. He identifies the critical elements of aircrew coordination training and provides insightful recommendations on how ATC should incorporate these elements in the new specialized undergraduate pilot training curriculum. Keywords: Pilots, Students, Air Force training, Safety, Cockpits, Aircraft.

Due to the growing concern over human errors playing an instrumental role in aircraft accidents, the Federal Aviation Administration encouraged airlines to develop Cockpit Resource Management (CRM) training programs to address that issue. Baseline data measured crew interaction before pilots were exposed to seminars and simulators. Longitudinal data described behavioral changes wrought by the intervention. Within airline and within fleet data clearly showed that crews were more effective after CRM training. Within airline and across fleet data verified fleet differences discovered by the first method. Technology level seemed to be a cause of the fleet differences for crews performing in simulators. Crew size affected performance both on the line and in the simulator. Finally, the across airline and across fleet data, in addition to describing fleet differences, highlighted differences between the behavioral effectiveness of crews in different airlines.

Working with the MQ-1 community, four specific training interventions were developed for pilots and sensor operators in initial qualification training: (1) enhanced academics; (2) web-based interactive mishap case histories; (3) a game-based multi-task skills trainer; and (4) GemaSim, a laptop-based team trainer. The four training interventions were introduced cumulatively over the course of 18 months for 27 different MQ-1 training classes (540 aircrew) using baseline, control and experimental classes. Training intervention effectiveness was measured through all four of Kirkpatrick's levels of learning.

Since the first dual piloted aircraft flew in 1911, aircrew have been attempting to communicate with one another in the cockpit. As aircraft have become more sophisticated the demands placed on crew members have increased dramatically. Aircrews have become more than manipulators of the controls, they now must consider all factors which may effect a flight from A to B. Often these factors will occur even before the aircraft leaves the ground. However, as the sophistication of aircraft has increased, little attention has been devoted toward the human factor in aviation. Statistics show that flight crews are responsible for approximately 80% of the accidents that occur. The boom in technology and the resulting 'changing role of flight crew as managers and decision makers rather than continuous manipulators of the controls' have brought about a new term in aviation, Cockpit Resource Management (CRM). CRM attempts to explain and address the need and importance of 'the communication process in the cockpit, and an analysis of the flight crew as a system, rather than as isolated individuals'. With such a large percentage of aircraft accidents resulting from crew error, it is important to ask if CRM skills can be effectively taught to pilots. This paper will address the effectiveness of the flight training programs within the Naval Air Training Command at instilling CRM skills to newly designated flight personnel.

Aviation accident data indicate that the majority of aircraft mishaps are due to judgment error. This training manual is part of a project to develop materials and techniques to help improve pilot decision making. Training programs using prototype versions of these materials have demonstrated substantial reductions in pilot error rates. The results of such tests were statistically significant and ranged from approximately 10% to 50% fewer mistakes. This manual is designed to explain the risks associated with flying activities involving multi-crew aircraft, the underlying behavioral causes of typical accidents, and the effects of stress on pilot decision making. The objective of this material is to enhance interpersonal communication and to facilitate effective leadership and coordination between crewmembers. It provides a sophisticated approach to developing concerted action based on optimal decision making. Several Cockpit Resources Management (CRM) principles are presented in the manual; included are delegation of responsibilities, prioritization, vigilance and monitoring, joint discussion and planning, and receptive leadership techniques. This manual is one of a series on Aeronautical Decision Making (ADM) prepared for the following pilot audiences: Student and Private, Instructor, Instrument, Instrument, Helicopter, and Multi-crew. Keywords: Aviation training, Pilot error, Judgment, Cockpit resource management, Crew coordination, Human factors, Human performance, Aviation safety, Decision making, Communication.

This inquiry was undertaken to examine how F-16 fighter pilots viewed the Air Force emphasis on Cockpit Resource Management (CRM), the breadth and depth of CRM skills and behaviors and their applicability to the single-seat fighter community, potential changes to CRM training, and the pilots' dominant learning style. This qualitative research was conducted with the 56% Fighter Wing at Luke Air Force Base AZ, where extensive interviews were conducted with 36 F-16 pilots from three different squadrons. Pilots were also queried about their preferred modes of learning. The conclusions and recommendations in this research highlight what potential enhancements and modifications could be made to CRM training programs to maximize the acceptance of the training, as well as improve the effectiveness of single-seat fighter pilots' CRM skills within their flights and mixed-force operations.

The concepts of cockpit resource management (CRM) emerged during a 1979 study by the National Aeronautics and Space Administration which was intended to study the interaction of pilot workload with errors. During this study, researchers began to realize that the stereo-typical airline captain who can do no wrong was not feasible in today's complex jet aircraft. Several accidents and incidents may be traced directly to improper crew management or lack of coordination by the crew. NASA began to explore the feasibility of teaching generic management principles to flight crews. Several training programs have been developed, and some significant research has been conducted which further defines optimum CRM training and practice. Line-Oriented Flight Training (LOFT) is a training method developed originally to relate simulator training more closely to actual line flying. Airlines found that they could enhance the sharing of experiences by simulating an entire flight, complete with incidents experienced in the real world, rather than repeated malfunctions taken out of context. It is important to note that LOFT is often utilized by airlines and other simulator users without employing the principles of CRM. However, LOFT is a valuable tool in CRM training. This bibliography addresses current training practices, techniques which enhance crew coordination, and questions appropriate for systematic research. (kr)