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The Evolution of Crew Resource Management Training in Commercial Aviation
... He aimed to use all available resources (people, equipment, information, and so on) to get safe and e cient ights [2]. One of the reasons for its use was that statistics on airplane accidents from the National Transportation Safety Board showed that 73 percent of fatalities were caused by ight crew malfunctions rather than technical problems [3]. In addition, NASA's extensive research in the 1970s showed that in order to reduce accidents, there is a need to focus on non-technical training such as leadership, command, decisionmaking, communication, and teamwork of pilots [4]. ...
... An integrative approach, which creates a more authentic and functional learning environment, is also justi ed by the situated cognition movement in instructional design, which states that all learning is situated and occurs within a larger context of social interactions and constructed meanings [3]. Although the integrated training was assessed as being slightly tougher and not much oriented toward instructional design principles, the researchers claim participants reacted more positively to the integrated training and fun creative education than individual classic HSE or CRM training. ...
The project's objective is to make HSE more accessible and tangible in acquiring competencies and transferring HSE training content to practice by showing its relevance concerning a novel operation protocol. Although individually CRM has a high potential to improve the safety, health, and environmental (HSE) culture of individuals and reduce errors in various areas, its implementation in the construction industry and an integrated manner has not been investigated. The authors investigated the effect of the implementation of HSE-CRM in a project for a housing complex in Karaj, with 230 staff. Despite the assessment that said this training is slightly more difficult, staff reacted more positively to this training than to standard training. Across all responses, there was statistically considerable growth in scores on the HSE culture survey items. Also, this process improved teamwork, performance, efficiency, and staff morale. Most participants said this training format was seen as livelier, more interesting, and more practically relevant. After one year, participants claimed this approach protected the HSE Chief and other managers from distractions and wasted time at the beginning of each shift. The result of the project shows that this technique can be used in the environment of construction.
... There are clashes of theoretical perspectives and the procedures, measurements and cut-off points used when assessing risk. For instance, some researchers in aviation bluntly label incidents as accidents that did not happen [9]. Yet most flights include some kind of incident, simply since a lot of data are collected. ...
... Pilots, as a group, are very unlikely to produce sub-standard performance when their certification is at stake during formal testing. Thus, multiple and disparate sources of data are required to understand what increases the probability of errors, e.g., trust, a non-punitive policy towards error, commitment to taking action to reduce unfavourable conditions with regards to errors, clear data that demonstrate the nature and types of errors occurring and training in error avoidance [9]. ...
Purpose: To identify problems with the use of the flight data monitoring (FDM) and incident report systems in an airline, present considerations for improvement, and suggest a model of how these considerations relate to increased flight safety and lower costs.
Materials: Data was collected from IT-systems and through interviews with managers in key positions.
Method: Identification and evaluation of the available sources of FDM, and incident reports. Interviews with people in positions with ownership of change, and relevant perspective of safety-related challenges. Creation of model.
Results: Problems include: the sheer amount of data collected, floor- and ceiling effects, arbitrary cut-offs and lack of interconnectivity with other sources. The incident report system has practical problems (user-interface rigidity, dependency to be online), unclear responsibility for overall process, and disagreement of what requires follow-up, resulting in fewer reports getting written. Put together, detection of dysfunctional patterns is difficult.
Conclusion: Simple proactive interventions using the current data and report systems can ensure higher levels of flight safety and lower costs. It begins with ecologically valid FDM providing a basis for efficient identification and handling of incident reports, which enables learning from malpractices and facilitates communication between management and flying staff.
... Soft skill training has the potential to prevent worst-case scenarios and save lives across diverse areas (Carayon, Kleinschmidt, Hose, Salwei, 2021;Helmreich, Merritt, & Wilhelm, 2009;Kanki, Helmreich & Anca, 2010). Soft skill training can be viewed as a systematic process that allows for the development of interpersonal skills. ...
Challenges like pandemics, technological breakthroughs, geopolitical instability, and climate change are making crisis an ever more present reality in the lives of people, organizations, and societies. This chapter examines how people around the world are being trained for crisis situations, focusing on skills and competencies being developed, as well as the training approaches and practices. Two complementary methodologies were used to address theory as well as practice. To grasp the perspective of researchers, a systematic crisis training literature review following the SPIDER approach was conducted; for the examination of training designs, a benchmarking of training websites on Google was completed. The analyses conducted, resulted in practical recommendations for future research and practice in the crisis training niche, ultimately aiming at facilitating crisis management and skills trainings worldwide to better prepare the society for inevitable critical events.
... Terms such as "incivility of elites" and "unwholesome submissiveness" etc., are ambiguous and accusatory. Explicitly assigning blame, guilt, and the need for reprisal through value-laden terms undermines fundamental patient safety principles of open communication and blame-free cultures (Helmreich et al., 1999;Kohn et al., 1999). Creating collegial teams and organizations that encourage and support speaking up to provide optimal patient care does not come from viewing individuals or groups as being in a power struggle and natural state of conflict. ...
Throughout healthcare, including education, the need for voicing of concern by speaking up is a globally recognized issue that has come to the fore in the last ten years. There has been a rapid growth in the number of review articles on the topic. To prevent diffusion of knowledge and support future research it is necessary to gather the existing knowledge in a single place. The purpose of the present article is to bring together the existing reviews on speaking up to create a source of unified knowledge representing the current "State of the Art" to advance future research and practice. A State-of-the-Art review was conducted to synthesize the existing knowledge on speaking up. Six databases were searched. Fourteen review articles spanning 2012 to 2021 were identified. Five main research questions have been investigated in the literature and five common recommendations for improvement are made, the knowledge across all reviews related to the research questions and recommendations was synthesized. Additionally, simulation-based research was frequently identified as an important though limited method. Further issues in the literature are identified and recommendations for improvement are made. A synthesis was successfully developed: knowledge about speaking up and research related to speaking up is in an emergent state with more shortcomings, questions, and avenues for improvement than certitude. The whys and how of speaking up remain open questions.
... Most runup checklists are more extensive, but the CIGAR check accomplishes the common items that are critical in the majority of small aircraft. It is particularly useful when a complete runup isn't required, such as after landing when you plan to immediately taxi back for another takeoff [1]. ...
p class="0abstract">From day 1 of training, pilots learn to utilize mnemonics, acronyms and aphorisms to remember checks, procedures and practices—and these techniques remain with them throughout their careers. Learning to use such memory aids effectively can help pilots in at least two distinct ways; it frees up working memory during routine operations and directs the mind towards required actions during situations and emergencies. Surgeons, physicians, paramedic personnel, and nurses are often invited to do the same. The amount of information and the level of detail included in checklists are among the most difficult issues to control during the development process of these tools, since there is no universal model of representation regarding iconography, text length, density of information, number of steps, colors, fonts, etc. regarding any of the elements involved in the system. Communication patterns, knowledge visualization strategies and techniques, and the ways to interact with the checklist are other challenging issues</p
... Since the late 1950s, Crew and Cockpit Resource Management has been a central topic for ensuring a safe and efficient conduct of flying missions-first in civil aviation, followed by military support and fighter crews. Crew resource management grew out of the 1977 Tenerife airport disaster where two Boeing 747 aircraft collided on the runway killing 583 people [1]. ...
p class="0abstract">Modern aviation crisis resource management focuses on specific skills and competencies areas: communication, situational awareness, decision making, problem solving, teamwork and leadership. Effective teamwork during a crisis is also a core element of expert practice in healthcare, wherein professionals are challenged to recognize a situation that requires rapid intervention, communication, knowledge sharing, decision-making and management of unforeseen events—all the while also taking into consideration critical contextual factors such as a lack of time, scarcity of resources and tools, and a multitude of impactful factors. Simulation contributes enormously to enhancing teamwork during a crisis, as well as fostering situational awareness, contextual intelligence, and cognitive retention of essential steps and procedures to be performed during crisis. e-REAL®, which is a setting simulation based on mixed—or hybrid—reality, yields better results for enhancing teamwork compared with those reached within the other settings available today, such as CAVE-like environments and highly realistic simulation labs, virtual reality head-mounted displays, or computer based e-learning environments.</p
... These training programs usually address a number of cognitive and social competencies that are deemed relevant or essential for safety, sometimes dubbed 'non-technical skills' (NTS, Flin and Maran 2015;Flin et al. 2009). Initially conceived as "Cockpit Resource Management" (CRM) programs in the aviation industry (Helmreich et al. 1999), the evolution of these concepts and inclusion of a larger audience has led to various adaptations such as 'Crew Resource Management', "Anaesthesia Crisis Resource Management" ( Howard et al. 1992) or "Emergency Medicine Crisis Resource Manage- ment" (Reznek et al. 2003). Weaver et al. (2010) could dem- onstrate that most team training programs in healthcare are modelled on CRM principles (see Table 3) while incorporat- ing both high-and low-fidelity simulation to enhance learn- ing ( Lorello et al. 2014). ...
There is widespread consensus that teamwork constitutes one of the key requirements in today’s multidisciplinary and highly complex system of delivering care. In recent years, increasing attention has been given to questions of how to define, teach, measure, and improve teamwork in healthcare. However, one cannot help but feel a certain disconnect between this ongoing trend in healthcare with an associated bias towards judgemental and normative language, and contemporary thinking in safety science that explores concepts from complexity thinking, such as emergence and resilience. The aim of this critical review is to contrast prevailing approaches to teamwork in healthcare with current concepts in safety science. After identifying relevant articles through multiple formal search methods, we found that, although current teamwork literature acknowledges a lack of comprehensive investigations linking team training in healthcare and patient outcomes, the predominant strategy to achieve safety remains a traditional, reactive approach that regulates behaviour and constrains performance variability. As this strategy is focussed on competencies, much of the responsibility for unwanted results is pushed towards the ‘sharp end’ by the quality agenda, emphasizing personal and professional competence while obscuring systemic issues. Teamwork, while indispensable in the highly subspecialized reality of healthcare, is oftentimes reduced to an aggregated set of individual behaviours. It appears that in the current state of entangled quality and safety agendas, medicine has settled for a reductionist and moral approach towards teamwork to manage the associated complexities, thereby accepting a simplistic but intellectually impoverished and ethically questionable understanding of the concept.
A significant body of human factors (HF) work has focused on how people collaborate on teams in various operational settings such as aviation and nuclear power. Less work, however, has focused on the team dynamics of groups conducting HF studies. This paper describes a collaborative effort led by HF practitioners to understand and document user needs and challenges associated with the adoption of a new electronic health record (EHR) at a medical facility. By examining the challenges and opportunities presented by the interdisciplinary nature of the team, we can identify best practices for future study and change management efforts that may ultimately lead to greater organizational maturity and the development of better, safer systems.
Sivil havacılık alanında uçuş emniyetinin sağlanması hususunda Ekip Kaynak Yönetimi (CRM) becerileri çerçevesinde insani faktörler (teknik olmayan beceriler) olarak ele alınan iletişim, iş yükü yönetimi, ekip çalışması gibi teknik olmayan beceriler, en önemli faktörlerden birini oluşturmaktadır. Bu araştırmada, uçuş emniyetinin sağlanmasında teknik ve teknolojik faktörlerin yanı sıra, insani faktörlerin (teknik olmayan becerilerin) de oldukça önemli olduğundan hareketle, temel olarak uçuş emniyeti bağlamında insani faktörlere odaklanılmıştır. Bu doğrultuda, kabin ekibi üyelerinin sahip olduğu teknik olmayan becerileri ile rasyonel karar verme eğilimleri arasındaki ilişkilerin tespit edilmesi amaçlanmıştır. Ayrıca ele alınan değişkenler bakımından demografik ve mesleki özelliklerinin istatistiksel olarak anlamlı farklılık gösterip göstermediğinin belirlenmesi araştırmanın alt amacını oluşturmuştur. Bu amaçlar çerçevesinde bir nicel araştırmaya dayalı olarak anket yöntemiyle 387 kabin ekibi üyesinden veri elde edilmiş, veriler SPSS 24 istatistik paket programında analiz edilmiştir. Analizler sonucunda elde edilen bulgular, uçuş emniyetiyle ilgili insani faktörler olarak iletişim-etkileşim, liderlik, iş yükü yönetimi, ekip çalışması ve hata tanımlamanın rasyonel karar verme ile doğrusal ilişkili olduğunu göstermiştir. Rasyonel karar vermeyle en yüksek düzeyde ekip çalışması ve liderlik becerisi ilişkilenmiştir. Sonuçlar, insani becerilerinin uçuş emniyetini hususunda önem arz ettiğini ortaya koymuştur.
Given the various stressors and stresses of on-orbit spaceflight previously discussed, the question arises as to what we can do about them. Certainly, appropriate crewmember selection is one way of preparing for the vicissitudes of a space mission, and this was considered in Chap. 4. In addition, relevant training before launch is critical to help the crewmembers identify problematic areas and teach them ways of dealing with them. Once underway, in-flight crewmember status monitoring and support are important to identify problems and initiate coping strategies, both from the Earth and from within the crew itself. Finally, the post-mission period may be difficult for both space travelers and their families to deal with, especially for high visibility missions accompanied by fame and glory or where the separation from loved ones on Earth is extreme. Let’s take a closer look at countermeasures for dealing with psychosocial problems in space in terms of pre-launch training, in-flight crew monitoring and support from the ground and on-board, and post-mission readaptation.
Healthcare relies on high levels of human performance, as described by the ‘human as the hero’ concept. However, human performance varies and is recognised to fall in high‐pressure situations, meaning that it is not a reliable method of ensuring safety. Other safety‐critical industries embed human factors principles into all aspects of their organisations to improve safety and reduce reliance on exceptional human performance; there is potential to do the same in anaesthesia. Human factors is a broad‐based scientific discipline which aims to make it as easy as possible for workers to do things correctly. The human factors strategies most likely to be effective are those which ‘design out’ the chance of an error or adverse event occurring. When errors or adverse events do happen, barriers are in place to trap them and reduce the risk of progression to patient and/or worker harm. If errors or adverse events are not trapped by these barriers, mitigations are in place to minimise the consequences. Non‐technical skills form an important part of human factors barriers and mitigation strategies and include: situation awareness; decision‐making; task management; and team working. Human factors principles are not a substitute for proper investment and appropriate staffing levels. Although applying human factors science has the potential to save money in the long term, its proper implementation may require investment before reward can be reaped. This narrative review describes what is known about human factors in anaesthesia to date.
Purpose of review:
This article proposes a standardized framework for colour-coding states of criticality in clinical situations and their respective escalated responses.
Recent findings:
The first level is a green zone representing a 'safe' space (to proceed), where any hazards are controlled, latent or undetectable. The second is an amber zone, where hazards are known to be present, but one can proceed with caution and increased vigilance, and where defences are used to prevent escalation to a crisis. In the red phase -- a state of crisis -- a hazard is realized, clear and present. This is a time to decide what actions are required to mitigate the threat. Next, a blue phase refers to a life-threatening emergency, where the system is unstable, harm is evident and compounding upon itself, and immediate rescue action is needed to avert an irreversible outcome. Finally, dark grey represents the aftermath, where the situation has either stabilized or progressed to its final outcome, a time to reflect and learn.
Summary:
A standardized colour-coding system for assessing and responding to escalating levels of criticality has implications for clinical practice and adverse event reporting systems.
This research aims to better understand performance under pressure as experienced by health and emergency staff in the workplace. Three basic questions underpin the work: (1) how do health and emergency workers experience and make sense of the ‘pressures’ entailed in their jobs? (2) What impacts do these pressures have on their working lives and work performance, both positively and negatively? (3) Can we develop a useful explanatory model for ‘working under pressure’ in complex, volatile and emergency situations? The present article addresses the first question regarding the nature of pressure; a subsequent article will address the question of its impact on performance. Using detailed interviews with workers in a range of roles and from diverse settings across Ecuador, our analysis aims to better understand the genesis of pressure, how people respond to it and to gain insights into managing it more effectively, especially with a view to reducing workplace errors and staff burnout. Rather than imposing preformulated definitions of either ‘pressure’ or ‘performance’, we took an emic approach to gain a fresh understanding of how workers themselves experience, describe and make sense of workplace pressure. This article catalogues a wide range of pressures as experienced by our participants and maps relationships between them. We argue that while individuals are often held responsible for workplace errors, both ‘pressure’ and ‘performance’ are multifactorial, involving individuals, teams, case complexity, expertise and organizational systems and these must be considered in order to gain better understandings of performing under pressure.
Safety voice is theorised as an important factor for mitigating accidents, but behavioural research during actual hazards has been scant. Research indicates power distance and poor listening to safety concerns (safety listening) suppresses safety voice. Yet, despite fruitful hypotheses and training programs, data is based on imagined and simulated scenarios and it remains unclear to what extent speaking-up poses a genuine problem for safety management, how negative responses shape the behaviour, or how this can be explained by power distance. Moreover, this means it remains unclear how the concept of safety voice is relevant for understanding accidents. To address this, 172 Cockpit Voice Recorder transcripts of historic aviation accidents were identified, integrated into a novel dataset (n = 14,128 conversational turns), coded in terms of safety voice and safety listening and triangulated with Hofstede’s power distance. Results revealed that flight crew spoke-up in all but two accidents, provided the first direct evidence that power distance and safety listening explain variation in safety voice during accidents, and indicated partial effectiveness of CRM training programs because safety voice and safety listening changed over the course of history, but only for low power distance environments. Thus, findings imply that accidents cannot be assumed to emerge from a lack of safety voice, or that the behaviour is sufficient for avoiding harm, and indicate a need for improving interventions across environments. Findings underscore that the literature should be grounded in real accidents and make safety voice more effective through improving ‘safety listening’.
Background
A high reliability organization is an organization that has sustained almost error-free performance, despite operating in hazardous conditions where the consequences of errors could be catastrophic. A number of tools and initiatives have been used within High Reliability Organizations to learn from safety incidents, some of which have the potential to be adapted and used in health care. We conducted a systematic review to identify any learning tools deemed to be effective that could be adapted and used by multidisciplinary teams in healthcare following a patient safety incident.
Methods
This review followed the PRISMA-P reporting guidelines and was registered with the PROSPERO (CRD42017071528). A search of databases was carried out in January 2021, from the date of their commencement. Electronic databases include Web of Science, Science Direct, MEDLINE in Process Jan 1950-present, EMBASE Jan 1974-present, CINAHL 1982-present, PsycINFO 1967-present, Scopus and Google Scholar. We also searched the grey literature including reports from government agencies, relevant doctoral dissertations and conference proceedings. A customised data extraction form was used to capture pertinent information from included studies and Critical Appraisal Skills Programme tool to appraise on their quality.
Results
A total of 5,921 articles were identified, with 964 duplicate articles removed and 4932 excluded at the title (4055), abstract (510) and full text (367) stages. Twenty-five articles were included in the review. Learning tools identified included debriefing, simulation, Crew Resource Management and reporting systems to disseminate safety messages. Debriefing involved deconstructing incidents using reflective questions, whilst simulation training involved asking staff to relive the event again by performing the task(s) in a role-play scenario. Crew resource management is a set of training procedures that focus on communication, leadership, and decision making. Sophisticated Incident reporting systems provide valuable information on hazards and were widely recommended as a way of disseminating key safety messages following safety incidents. These learning tools were found to have a positive impact on learning if conducted soon after the incident with efficient facilitation.
Conclusion
Healthcare organizations should find ways to adapt the learning tools or initiatives used in high reliability organizations following safety incidents. It is challenging to recommend any specific one as all learning tools have shown considerable promise. However, the way these tools or initiatives are implemented is critical and so further work is needed to explore how to successfully embed them into health care organizations so that everyone at every level of the organization embraces them.
Every year, incident management teams (IMTs) coordinate the response to hundreds of emergency events across Australasia. Larger scale emergencies such as a storms, floods, wildfires, oil spills and chemical explosions can place a lot of pressure on an IMT. Non-technical skills play a central role in the performance of these teams. This article reviewed the broader non-technical skills (NTS) literature before focusing on the NTS required for emergency management. It was found that most NTS frame-works share four to five common skill categories, although there were greater differences at the element and behavioural marker level. A variety of issues were identified in the literature that highlight that emergency management is very different from other domains where NTS systems have been developed. The literature on NTS in conjunction with this set of issues was used to develop a proposed NTS framework for emergency IMTs. This framework comprises 7 skill categories (i.e. communication, coordination, cooperation, decision-making, situation awareness, leadership and coping, stress and fatigue management). The 7 skills can be further delineated into 16 elements and 44 behavioural markers. The framework provides a prototype that can form the basis for further research in this area.
p class="0abstract">This article is about a program aimed at fostering an agile mindset in young corporate leaders (under 40 years old) working in the energy sector, who are expected to be effective leaders in an ever more digitalized world; the program has been co-designed with ENI Corporate University (Milan and Rome, Italy) on behalf of the World Economic Forum (Davos and Geneva, Switzerland). Digital transformation is not only about technology. It is also mainly enabled by leadership that is grounded in 3 pillars: teamwork, start-up culture, and matrix management. Hot topics and key activities include: a business game for launching a new cryptocurrency; scenario analysis and immersive simulation within a mixed reality environment (e-REAL); online keynotes by seasoned faculty from Harvard, MIT and Stanford with moderated Q&A sessions to facilitate an interactive dialogue; a collaborative platform to enhance online learning and bridge between modules.</p
Background
Improving teamwork in surgery is a complex goal and difficult to achieve. Human factors questionnaires, such as the Safety Attitudes Questionnaire (SAQ), can help us understand medical teamwork and may assist in achieving this goal.
Objective
This paper aimed to assess local team and safety culture in a cardiovascular surgery setting to understand how purposeful teamwork improvements can be reached.
Methods
Two cardiovascular surgical teams performing complex aortic treatments were assessed: an endovascular-treatment team (ETT) and an open-treatment team (OTT). Both teams answered an online version of the SAQ Dutch Edition (SAQ-NL) consisting of 30 questions related to six different domains of safety: teamwork climate, safety climate, job satisfaction, stress recognition, perceptions of management, and working conditions. In addition, one open-ended question was posed to gain more insight into the completed questionnaires.
Results
The SAQ-NL was completed by all 23 ETT members and all 13 OTT members. Team composition was comparable for both teams: 57% and 62% males, respectively, and 48% and 54% physicians, respectively. All participants worked for 10 years or more in health care. SAQ-NL mean scores were comparable between both teams, with important differences found between the physicians and nonphysicians of the ETT. Nonphysicians were less positive about the safety climate, job satisfaction, and working climate domains than were the physicians (P<.05). Additional education on performed procedures, more conjoined team training, as well as a hybrid operating room were suggested by participants as important areas of improvement.
Conclusions
Nonphysicians of a local team performing complex endovascular aortic aneurysm surgery perceived safety climate, job satisfaction, and working conditions less positively than did physicians from the same team. Open-ended questions suggested that this is related to a lack of adequate conjoined training, lack of adequate education, and lack of an adequate operating room. With added open-ended questions, the SAQ-NL appears to be an assessment tool that allows for developing strategies that are instrumental in improving quality of care.
Simulation has transformed medical education and the broader field of healthcare. The previous decades have seen tremendous growth in the adoption and endorsement of simulation-based initiatives, driven in large part by persistent reports of medical error and an emphasis on patient safety. Fortunately, researchers and practitioners are able to draw from the successful implementation of simulation-based methods in similar high-reliability contexts (e.g., aviation, military). Lessons learned have informed the application of simulation for education and training, evaluation and assessment, performance support, innovation and exploration, and system-level culture change.
Research indicates that sources of work-related stress (WRS) impact on the physical, social, and psychological health of pilots. Furthermore, specific features of the job can increase a pilot’s risk in relation to developing a mental health (MH) issue. It is impossible to remove all stress from the work life of pilots. A high stress situation may not necessarily be detrimental to the person, once they have learned to cope with it in a healthy manner. Nonetheless, risk pertaining to WRS need to be effectively managed by a pilot’s employer. Therefore, it is important to identify solutions at an airline and pilot self-management level. This paper reports on the findings of human factors research undertaken with commercial pilots pertaining to work-related stress (WRS) and its impact on wellbeing, performance, and safety. The findings of a series of co-design workshops and a follow-up anonymous survey were analysed to identify potential solutions at (1) an airline and (2) pilot self-management level. Potential solutions are framed in relation to six impact scenarios. Furthermore, they are located within the existing regulatory framework, including the latest implementation rules (IR), acceptable means of compliance (ACM), and guidance material (GM) as outlined by the European Union Aviation Safety Agency (EASA 2019). Proposed interventions should promote wellbeing and positive mental health while also addressing suffering and mental ill health. Airline interventions might focus on enhancing existing Safety Management System (SMS) approaches to better manage risks pertaining to WRS, advancing new tools to enable wellbeing briefing, risk assessment, and reporting, and training pilots in relation to MH awareness, risk identifying behaviour, and coping strategies. Furthermore, new role/functions might be introduced to support the implementation and management of WRS/wellbeing/MH safety/risk processes at an airline level. Requirements for new digital tools to support pilot awareness of WRS/wellbeing/MH, self-management of WRS/wellbeing/MH and risk identification both inside and outside the cockpit are also proposed. Some of recommendations arising in this research require changes to the existing rule-making and/or modification to existing AMC and GM.
Entscheidungen in Krisensituationen zu fällen ist eine der großen Herausforderungen, der sich eine Führungspersönlichkeit stellen muss. Was macht eine Situation eigentlich kritisch? Ein Kern der Sache ist bestimmt das Abweichen vom Routinehandeln (Strohschneider 2003). Heißt:alles, was nicht mehr als ein „normaler, täglicher Ablauf“ angesehen wird. All dies ist unabhängig vom Umfeld, in dem wir arbeiten. Was in der einen Branche normal ist, kann für eine andere die absolute Ausnahmesituation darstellen.
Collaboration is a core component of work activities amongst flight attendants as they work to promote onboard safety and a high level of customer service. Yet we know little of how flight attendants collaborate and whether or not technology adequately supports their practices. Through an interview study with flight attendants, we explored their collaborative practices and processes and how technology aided such practices. While technologies like interphones and flight attendant call buttons acted as collaboration tools, we identified instances where the usability and functionality of these devices were the main barriers for maintaining efficient communication, situation awareness, and information exchange. Our findings inform the design of future technologies for enhancing communication and collaboration in an aircraft setting amongst flight attendants with an emphasis on real time information access and direct communication between flight attendants regardless of their location.
The regulatory perspective
- R Birnbach
- T Longridge