authored by russell melvin (ver 97.3p) 26-jul-1997 modified by lt colonel fred blundell tx-129 fort...
TRANSCRIPT
Authored by Russell Melvin (Ver 97.3P) 26-Jul-1997Modified by Lt Colonel Fred BlundellTX-129 Fort Worth Senior Squadron
For Local Training Rev 5.0 03-Jar-2014
This Training Slide Show is a project undertaken by Lt Colonel Fred Blundell of the TX-129 Fort Worth Senior Squadron, Fort Worth, TX for local use to assist those CAP Members interested in advancing their
skills. The information contained herein is for CAP Member’s personal use and is not intended to replace or be a substitute for any of the CAP
National Training Programs. Users should review the presentation’s Revision Number at the end of each file name to ensure that they have
the most current publication.
Human ResourceManagement
Crew Resource Management Risk Management Error Management
Working together to promote SAFETY and EFFICIENCY in C.A.P. Mission Operations.
You will be given the tools and yard markers for effective TEAM COORDINATION
Apply these skills to the day to day C.A.P. operations and specific mission tasks.
What You Can Expect
What HRM Is
Safety Leadership Effective Communications Effective Listening Setting the tone
What HRM Is Not
About getting along About being nice (-) Aggressiveness Automatic OPTIONAL!!!
Crew ResourceManagement
Whether you are working with just one other member or a large group on a project, mission or
duty assignment, team coordination and cooperation is the key to successful and safe task
completion.
CRM MUST BE YOUR CORNERSTONE
Four Basic Conceptsof CRM
COMMUNICATIONS
TEAM BUILDING
WORKLOAD MANAGEMENT
TECHNICAL PROFICIENCY
Communications
Brief all mission personnel thoroughly
Clearly communicate decisions about operations of the mission.
Explicitly encourage participation
Seek information and direction from others when needed
Assert with the appropriate level of persistence to maintain a safe operation
Critique yourself and other mission members when appropriate.
Team Building
Involve the entire mission personnel in the decision-making process whenever appropriate or possible
Use appropriate techniques to manage interpersonal and operational conflicts
Adapt to mission member interpersonal differences
Monitor and cope effectively with operational stress remembering that everyone reacts to stress differently
WorkloadManagement
Distribute tasks to maximize efficiency
Prioritize task for effective accomplishment
Manage time for accomplishing tasks
Monitor and analyze all relevant operational factors to maintain situational awareness
Technical Proficiency
Strictly adhere to FAR’s, CAP REG’s, and Standard Operating Procedures
Continually maintain mission skill to the highest degree possible
By continual education in various mission skills upgrade your qualifications
Demonstrate a high degree of professionalism in mission assignments in which you are qualified for
Crew Coordination Guidelines
Test Assumptions Ask the right questions Clearly state your plan or intentions Practice active listening Fly the airplane (pilots) Establish priorities
Crew Coordination Guidelines
(Continued)
Monitor Fellow Crewmembers Delegate Tasks Maintain Situational Awareness Do not accept “KILLER” NORMS Doubts? Share with all Crew Members Be Assertive
CrewEffectiveness Matters
Overall technical proficiency BRIEFING and COMMUNICATION LEADERSHIP and TEAMWORK Situational awareness Decision making Crew self-evaluation AUTOMATION and TECHNOLOGY
Overall Technical Proficiency
Set a professional example. Adhere to Standard Operating Procedures,
FAR’s, CAP Reg.’s, Safety Policies and good judgment practices.
Demonstrate high level mission skills. Be adept at normal and abnormal procedures. Maintain a thorough working knowledge of your
specific mission task assignment.
Briefingand
Communication
Set an open tone. Fully brief operational and safety issues. Explicitly encourage participation. All are obligated to seek and give information. State how, if necessary, SOP deviations will be handled.
Leadershipand
Teamwork
Balance authority and assertiveness. Promote continual dialogue. Adapt to the personalities of others. Use all available resources. Must share doubts with others.
Situational Awareness
Monitor developments ( fuel, supplies or other resources, weather, fatigue, personality conflicts, etc...)
Anticipate require actions.Ask the right questions.Test assumptions, confirm understanding.Monitor workload distribution .Report fatigue, stress and overload in self and others.
Decision Making
Obtain all pertinent informationAll key mission members state recommendations
gathered by surveysBetter idea suggested? DON’T ABANDON YOURS!Clearly State plan or intentions.Fly the Airplane FIRST! (for pilots)Establish BOTTOM LINES.Resolve conflicts and doubts quickly
Self-Evaluation
Debrief key events from every phase of the mission.
Continually discuss successes and mistakes. Ask “How could we have done it better?” Discuss what is right and not who is WRONG.
Team ManagementStyle Module
(-)
Gullible
Submissive
Passive
TASK
R
E
L
A
T
I
O
N
S
H
I
P
(+)
Confident
Decisive
Ambitious
ASSERTIVE
(Combines the positiveaspects of all styles)
(-)WithdrawnNit-Picking
Rigid
AUTONOMOUS
(+)Helpful
SupportiveUnderstanding
(+)Calm
AnalyticalCautious
(-) Arrogant, Controlling, Abrasive
AGGRESSIVE
NURTURING
Desired Outcome
Enhanced safety Cooperative teamwork. Mission effectiveness A genuine feeling of:
increased self esteem,functional team spirit
and improved personal communication skills
Risk ManagementIS IT REALLY WORTH IT
?
Ever Been Preoccupied While Taxing
Everyone is at Risk
The Big Pictureof
Risk Management
Principles Responsibilities Causes of risk Bottom line Benefits
The Principles of Risk
Integrate into planning Accept no unnecessary risk Make risk decision at the proper level Accept risks if benefits outweigh costs Define the risk factor
Define the Risk Factor within the Mission
Merely a hazard?
More of a risk?
Is the risk factor controllable by Risk Management?
What is you “Bottom Line Risk Decision”?
Is it risk management or risk gambling?
Who is RESPONSIBLE for what?
CAP, the Corporate Organization Unit Commanders Unit Staff Individual Members
CAP - The Corporation
Ultimately responsible for the actions of it’s membership, the Civil Air Patrol as a Corporation must continually assess the level of RISK that the Membership in general and the
Corporation as a whole is exposed to.
The Corporation must take decisive and appropriate actions to limit the hazards associated with Risk
Commander Responsibilities
Overall unit risk level
Select or weigh the optimum risk factor from available options
Accept / reject risk based on input, sensibility and greatest benefit to all
StaffResponsibilities
Assist commander by continually evaluating risk factors
Advise the commander when you observe deviations in acceptable risk levels
Implement approved risk control programs
Develop new risk management controls that are effective, benefit safety and the well being of the membership
Individual Member Responsibilities
¨ Understand, accept and implement mandated risk management guidelines and controls
¨ Maintain constant awareness of acceptable risk levels and when they are exceeded
¨ When ever the risk level exceeds the safety level act decisively to eliminate the risk.
Causes of ExcessiveRisk Factors
COMPLEXITY of TASKING
Accelerated mission tasks
Exceeding human and asset resource limitations
Limited or inadequate training in new technologies
Physiological and psychological human factors
What ShouldBe YOUR Bottom Line
First and foremost... Safety
Never accept… “killer norms”
As an individual member you are empowered to stop any event should there be a risk to the wellbeing of the membership… practice risk management
Risk ManagementBenefits
OVERALL SAFETY ENHANCEMENT
Fewer mishaps Preservation of lives and assets
OPERATIONAL BENEFITS
Enhances training Improve mission effectiveness Improved morale Lower associated liability costs
We are all just human and therefore we all make errors
Effectively managing our errors is the key to successful resolution
Error Management
RESISTANCEThose things available to us
yet we tend to resist
Checklists Flight manual Operations manual Cap regulations, 60-1, 55-1 Briefings, weather, fatigue Other mission personnel input Training Standard operating procedures
RESOLVEWhat You Bring
With You
Experience Common sense Attitude Assertiveness Discipline Defined skills The ability to challenge Barriers
Setting a negative tone Ego Fatigue Health Emotional health Stress Gender Reputation
Barriers
RESISTANCE
YOUR
BOTTOM LINE RESOLVERESOLVE
THE FUNNEL OF DEATH
CONSEQUENCES
HRM is somethingwe can all live with yet can not live without
Many Thanks
The following individuals have spent many volunteered hours developing this program for the benefit of the CAP
membership. Dr Hiemlick, University of Houston Continental Airlines Training Department Maj. Mark Thompson-CAP-USAF Pacific Region Gary Woodsmall- National CAP HQ Major Joe Negron- Texas Wing,CAP Major Richard Swanson- Texas Wing, CAP Major Jim Bloomberg - Texas Wing, CAP Captain Jim Magee - Texas Wing, CAP Captain Jim Rhodes - Texas Wing, CAP
WORKING TOGETHER WORKS !!!
Questions?Always Think Safety!