Presentation on theme: "Authored by Russell Melvin (Ver 97.3P) 26-Jul-1997 Modified by Lt Colonel Fred Blundell TX-129 Fort Worth Senior Squadron For Local Training Rev 5.0 03-Jar-2014."— Presentation transcript:
Authored by Russell Melvin (Ver 97.3P) 26-Jul-1997 Modified by Lt Colonel Fred Blundell TX-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 Members personal use and is not intended to replace or be a substitute for any of the CAP National Training Programs. Users should review the presentations Revision Number at the end of each file name to ensure that they have the most current publication.
Human Resource Management CRM l Crew Resource Management Risk l Risk Management Error l Error Management
l Working together to promote SAFETY and EFFICIENCY in C.A.P. Mission Operations. l You will be given the tools and yard markers for effective TEAM COORDINATION l Apply these skills to the day to day C.A.P. operations and specific mission tasks. What You Can Expect
What HRM Is l Safety l Leadership l Effective Communications l Effective Listening l Setting the tone
What HRM Is Not l About getting along l About being nice l (-) Aggressiveness l Automatic l OPTIONAL!!!
Crew Resource Management 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 Concepts of CRM l COMMUNICATIONS l TEAM BUILDING l WORKLOAD MANAGEMENT l TECHNICAL PROFICIENCY
Communications l Brief all mission personnel thoroughly l Clearly communicate decisions about operations of the mission. l Explicitly encourage participation l Seek information and direction from others when needed l Assert with the appropriate level of persistence to maintain a safe operation l Critique yourself and other mission members when appropriate.
Team Building l Involve the entire mission personnel in the decision- making process whenever appropriate or possible l Use appropriate techniques to manage interpersonal and operational conflicts l Adapt to mission member interpersonal differences l Monitor and cope effectively with operational stress remembering that everyone reacts to stress differently
Workload Management l Distribute tasks to maximize efficiency l Prioritize task for effective accomplishment l Manage time for accomplishing tasks l Monitor and analyze all relevant operational factors to maintain situational awareness
Technical Proficiency l Strictly adhere to FARs, CAP REGs, and Standard Operating Procedures l Continually maintain mission skill to the highest degree possible l By continual education in various mission skills upgrade your qualifications l Demonstrate a high degree of professionalism in mission assignments in which you are qualified for
Crew Coordination Guidelines l Test Assumptions l Ask the right questions l Clearly state your plan or intentions l Practice active listening l Fly the airplane (pilots) l Establish priorities
Crew Coordination Guidelines (Continued) l Monitor Fellow Crewmembers l Delegate Tasks l Maintain Situational Awareness l Do not accept KILLER NORMS l Doubts? Share with all Crew Members l Be Assertive
Crew Effectiveness Matters l Overall technical proficiency l BRIEFING and COMMUNICATION l LEADERSHIP and TEAMWORK l Situational awareness l Decision making l Crew self-evaluation l AUTOMATION and TECHNOLOGY
Overall Technical Proficiency l Set a professional example. l Adhere to Standard Operating Procedures, FARs, CAP Reg.s, Safety Policies and good judgment practices. l Demonstrate high level mission skills. l Be adept at normal and abnormal procedures. l Maintain a thorough working knowledge of your specific mission task assignment.
Briefing and Communication l Set an open tone. l Fully brief operational and safety issues. l Explicitly encourage participation. l All are obligated to seek and give information. l State how, if necessary, SOP deviations will be handled.
Leadership and Teamwork Balance authority and assertiveness. l Promote continual dialogue. l Adapt to the personalities of others. l Use all available resources. l Must share doubts with others.
Situational Awareness è Monitor developments ( fuel, supplies or other resources, weather, fatigue, personality conflicts, etc...) è Anticipate require actions. è Ask the right questions. è Test assumptions, confirm understanding. è Monitor workload distribution. è Report fatigue, stress and overload in self and others.
Decision Making H Obtain all pertinent information H All key mission members state recommendations gathered by surveys DONT ABANDON YOURS! H Better idea suggested? DONT ABANDON YOURS! H Clearly State plan or intentions. H Fly the Airplane FIRST! (for pilots) BOTTOM LINES. H Establish BOTTOM LINES. H Resolve conflicts and doubts quickly
Self-Evaluation l Debrief key events from every phase of the mission. l Continually discuss successes and mistakes. l Ask How could we have done it better? WRONG. l Discuss what is right and not who is WRONG.
Team Management Style Module (-) Gullible Submissive Passive TASK RELATIONSHIP (+)ConfidentDecisiveAmbitious ASSERTIVE (Combines the positive aspects of all styles) (-) Withdrawn Nit-Picking Rigid AUTONOMOUS (+)HelpfulSupportiveUnderstanding (+) Calm Analytical Cautious (-) Arrogant, Controlling, Abrasive AGGRESSIVE NURTURING
Desired Outcome l Enhanced safety l Cooperative teamwork. l Mission effectiveness l A genuine feeling of: increased self esteem, functional team spirit and improved personal communication skills
The Big Picture of Risk Management Principles Principles W Responsibilities W Causes of risk W Bottom line W 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 W Merely a hazard? W More of a risk? W Is the risk factor controllable by Risk Management? W What is you Bottom Line Risk Decision? W Is it risk management or risk gambling?
Who is RESPONSIBLE for what? CAP, the Corporate Organization CAP, the Corporate Organization Unit Commanders Unit Commanders Unit Staff Unit Staff Individual Members Individual Members
CAP - The Corporation Ultimately responsible for the actions of its 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 èOverall unit risk level èSelect or weigh the optimum risk factor from available options èAccept / reject risk based on input, sensibility and greatest benefit to all
Staff Responsibilities H Assist commander by continually evaluating risk factors H Advise the commander when you observe deviations in acceptable risk levels H Implement approved risk control programs H 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 Understand, accept and implement mandated risk management guidelines and controls Maintain constant awareness of acceptable risk levels and when they are exceeded 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. When ever the risk level exceeds the safety level act decisively to eliminate the risk.
Causes of Excessive Risk Factors l COMPLEXITY of TASKING l Accelerated mission tasks l Exceeding human and asset resource limitations l Limited or inadequate training in new technologies l Physiological and psychological human factors
What Should Be YOUR Bottom Line 4 First and foremost... Safety 4 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
We are all just human and therefore we all make errors Effectively managing our errors is the key to successful resolution Error Management
RESISTANCE Those things available to us yet we tend to resist t Checklists t Flight manual t Operations manual t Cap regulations, 60-1, 55-1 t Briefings, weather, fatigue t Other mission personnel input t Training t Standard operating procedures
RESOLVE What You Bring With You n Experience n Common sense n Attitude n Assertiveness n Discipline n Defined skills n The ability to challenge n Barriers
l Setting a negative tone l Ego l Fatigue l Health l Emotional health l Stress l Gender l Reputation Barriers
RESISTANCE YOUR BOTTOM LINE RESOLVERESOLVE THE FUNNEL OF DEATH CONSEQUENCES
HRM is something we 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. l Dr Hiemlick, University of Houston l Continental Airlines Training Department l Maj. Mark Thompson-CAP-USAF Pacific Region l Gary Woodsmall- National CAP HQ l Major Joe Negron- Texas Wing,CAP l Major Richard Swanson- Texas Wing, CAP l Major Jim Bloomberg - Texas Wing, CAP l Captain Jim Magee - Texas Wing, CAP l Captain Jim Rhodes - Texas Wing, CAP
WORKING TOGETHER WORKS !!! Questions? Always Think Safety!