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A Contrarian View of CRM
Q CRM – A progress report. Q Back to basics Q Where next?
Cntrrn Vw f CRM, Bro
Q CRM – prgrss rprt. Q Bck t’bscs Q Whr nxt?
A Progress Report
A Progress Report
Common Cause?
A Progress Report
Unique Combinations?
Any Other Castles Built on Sand?
Q Situational Awareness Q Authority Gradient Q ‘Sharing the mental model’ Q Error Q Threat and Error Management
Back to Basics
Q Coherent model of performance Q The model drives training design Q SMS is a source of training evaluation
A Coherent Model of Performance
Operator
‘Team’ On-‐board
Aircra3 Indicators Controls
The World
Pilot A Pilot B Other Crew Off-‐board Agencies
Rasmussen and Svedlung, Leveson et al
Back to Basics
Q Coherent model of performance Q The model drives training design
Control of Action
Skill
Rule
Knowledge
System Manoeuvre Path
French-St George, TSB Canada
Q Domain 1 - The Task Q Domain 2 - Operational Condition Q Domain 3 - Greater Context
French-St George, TSB Canada
Q Domain 1 - The Task Q Domain 2 - Operational Condition Q Domain 3 - Greater Context
Q Domain 3 recall significantly longer than for Domain 1
Control of Action
Skill
Rule
Knowledge
System Manoeuvre Path
Control of Action
Skill
Rule
Knowledge
System Manoeuvre Path
A Coherent Model of Performance
Operator
‘Team’ On-‐board
Aircra3 Indicators Controls
The World
Pilot A Pilot B Other Crew Off-‐board Agencies
SA
Aircra3 control
Systems Management
CommunicaDon
Teamwork
Task Management Use of procedures
Workload Management
Back to Basics
Q Coherent model of performance Q The model drives training design Q SMS is a source of training evaluation
Where Next?
Q Ban clichés! Q Develop a smarter model Q Make ‘expertise’ the goal of training Q Develop better measures of output
Thank You
A Cautionary Tale
A Cautionary Tale
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