CREW RESOURCE MANAGEMENT

CREW RESOURCE MANAGEMENT
Initial E-2 Training

Overview History 7 Critical Skills Aircraft Automation Case Study

T/M/S The E-2 CRM Model Manager has identified E-2 CRM as a T/M qualification This is delineated in CARAEWRON120INST T In other words, E-2C CRM training satisfies E-2D requirements and vice versa

CNAFINST B

HISTORY

1977 Tenerife Incident

1977 Tenerife Incident Divert Unfamiliar field Language Weather
Stress vs time Communications Clearance issue

Civilian Response 1977 – interviews with airline pilots reveal lack of training in non-technical skills –Commercial CRM develops/matures 4 critical skills Decision Making Command Leadership Communication Standardized Crew Training Team Building Briefing Strategies Leadership Communications Situational Awareness Stress Management

Military Response 1986 – NASA and USAF CRM workshop
Identified differences for military aircrew: CIVILIAN MILITARY Age OLDER YOUNGER Experience MORE LESS Rank TENURE UCMJ Mission Objectives TRANSPORT NUMEROUS Mission Requirements BENIGN HOSTILE Crew Duties SERVICE TACTICAL Centralized training FAA PLATFORM

Naval Aviation Response
1989 – Naval Air Warfare Center begins research to develop Navy CRM Program Theoretically driven, researched based By aviators, for aviators Instructional Strategies Focus on entire aircrew Skills relevant to tactical environment Measurement and feedback Validated and evaluated 1993 – Navy implements Aircrew Coordination Training (ACT)

Naval Aviation Development
1994 – ACT School House creates 7 day course 1995 – First ACT integrated squadron (S-3B Viking) 1998 – CRM flight evaluation and yearly ground training enacted 2001 – ACT name changed to CRM 2002 – CRM integration complete

Current CRM Principles
Research based For aircrew, by aircrew Mission specific (E-2  F/A- 18) Integrated (taught from the beginning of career) 7 critical skills (D.A.M.C.L.A.S.) Decision Making (DM) Leadership (LD) Assertiveness (AS) Adaptability/Flexibility (AF) Mission Analysis (MA) Situational Awareness (SA) Communication (CM)

Seven Critical Skills (D.A.M.C.L.A.S.)
Decision Making (DM) Leadership (LD) Assertiveness (AS) Adaptability/Flexibility (AF) Mission Analysis (MA) Situational Awareness (SA) Communication (CM)

Decision Making Definition
The ability to choose a course of action using logical and sound judgment based on available information.

Process Stage 1. ASSESS THE SITUATION (What’s the problem?)
Time risk pressures F E D B A C K Risk - high Risk - low Time - low Time - high Stage 2. MAKE A DECISION (What shall I do?) Analytical Intuitive Creative Rule-based Stage 3. Select a course of action Stage 4.Implement a course of action

Stage 1: Assess the Situation
What’s the problem? How much time is available? How risky (present and future)?

Step 2: Make a Decision Time available Risk variable
What’s the problem? How much time is available? How risky (present and future)? Gather more Information Create Solution Schedule Tasks Choose Options ACT Problem NOT understood Problem OR NOT Rule available No options Multiple options tasks to do Time Limited High Risk Apply

Intuitive Decision -Actions based on past experience
What’s the problem? How much time is available? How risky (present and future)? Time Limited High Risk -Actions based on past experience -Emphasis on reading situation rather than considering the options Problem understood OR NOT Positives Negatives -Useful when time limited -Need to be an expert -Can lead to confirmation bias -Requires little thought -Can only be applied in certain situations -Useful in routine situations ACT

Rule Based Decision Positives -Straight forward -Easy to justify
What’s the problem? How much time is available? How risky (present and future)? Time available Risk variable Problem understood Positives Negatives -Straight forward -Can miss a step -Poor diagnosis can lead to wrong set of rules -Easy to justify -Don’t need to be an expert Rule available Apply Rule

Analytical Decision What’s the problem? How much time is available?
How risky (present and future)? Time available Risk variable Positives -Fully compares alternate courses of action -Easy to justify -More likely to produce an optimal solution Problem understood Negatives -Requires time -Not suited to noisy, distracting environments -Can be affected by stress -May produce cognitive overload Multiple options available Choose Options

Creative Decision What’s the problem? How much time is available?
How risky (present and future)? Time available Risk variable Positive -Produces solution for unfamiliar problem Negatives -Requires time -Untested solution -Can be affected by stress -May produce cognitive overload -May be difficult to justify Problem understood No options available Create Solution

Assertiveness Definition
The willingness to actively participate, state and maintain a position, until convinced by the facts that other options are better. *REQUIRES THE COURAGE AND INITIATIVE TO ACT*

Comfort Level An internal anxiety gauge that alerts us when something is not right and needs to be corrected.

Behavior Types Passive Assertive
Aggressive

Behavior Types Passive Assertive
Aggressive -Overly courteous -Active involvement -Domination -“Beats around the bush” -Provides relevant information -Intimidation -Abusive -Avoids conflict -Ready to take action -Hostile -“Along for the ride” -Makes suggestions -No fear of retribution -Speaks up when approaching comfort level

Barriers to Assertiveness
Position of authority Experience Rank Qualifications Personal characteristics Fear of reprisal

Assertiveness in the E-2
Rank/experience differential between: CAPC/Mission Commander Pilot and Copilot CICO/ACO/RO Safety of flight concerns versus mission accomplishment

Mission Analysis Definition
The ability to develop short term, long term, and contingency plans… and to coordinate, allocate, and monitor crew and aircraft resources.

Pre-mission Analysis Identify objectives, constraints, challenges
Develop contingency plans Good brief Well planned Professional Focused Assign responsibilities Interactive

In-flight Mission Analysis
Monitor progress and update plans Identify and report challenges or changes Use knowledge and capabilities of entire crew to analyze and act

Post-flight Mission Analysis
Timely debrief Interactive Evaluate mission Identify crew and individual lessons learned

E-2 Mission Analysis Fallon/CVIC/“walk around” mission planning
Briefing contingencies is a part of our culture Constantly update the plan based on assets available and situation airborne Fighter debrief, review “spaghetti”

Communication Definition
The ability to clearly and accurately send and acknowledge information, instructions, or commands, and provide useful feedback.

Communication Sender must : Receiver must: Be clear and concise
Express intent with appropriate terminology Listen for feedback Receiver must: Listen Ask for clarification when necessary Provide feedback that message and intent understood

Barriers Internal External Personality Noise Motivation Low voice
Expectations Electrical interference Past experience Separation in space, time Rank Lack of visual cues Emotions/mood Body language, eye contact, gestures Language difference Culture

Overcoming Barriers Active listening
Appropriate mode and decibel level Pre-briefed terminology (i.e. comm brevity) Professional attitude Compartmentalization Resolve conflicts on deck

E-2 Barriers to Communication
Physical separation of cockpit and CIC ICS/radios not operating properly Difference in Pilot/NFO terminology, knowledge base and understanding of particular situations Assuming that another crewmember was monitoring/copied something on a particular radio

Leadership Definition
The ability to direct and coordinate the activities of crew members and to encourage them to work together as a team.

Leadership Types Designated Leader Functional Leader
Obtained by rank, crew position, or title Based on knowledge or expertise Responsible for crew and mission accomplishment—therefore, makes final decisions Most qualified crew member takes charge

Traits of an Effective Leader
Respected Directs and coordinates Decisive Maintains professional atmosphere Delegates tasks Knowledgeable Provides feedback Knows how/when to follow Keeps crew informed Open to suggestions Builds team spirit Leads by example

Leadership in the E-2 Designated Functional CAPC/PC CICO DH/XO/CO
Level IV/V Subject Matter Expert Flying experience

Adaptability/Flexibility Definition
The ability to alter a course of action based on new information, maintain constructive behavior under pressure, and adapt to internal and eternal environmental changes.

Adaptability/Flexibility Application
Un-briefed situations Emergency procedures Incapacitated crew member Strained interactions Partially mission capable aircraft Weather changes

Keys to A/F Success Anticipate problems
Know that every mission is different Recognize and acknowledge change Interact constructively with others COMMUNICATE the changes!

A/F in the E-2 TONS of potential for mission changes
Rolex a strike Mission aircraft fallouts SAR/CSAR Pop up threats HCA Operating with a degraded system Extending a cycle at the ship Switching aircraft on manup

Situational Awareness Definition
The degree of accuracy by which one’s perception of the current environment mirrors reality.

Factors that Lower SA Poor communication Fatigue/stress
Task overload or underload Group mindset Degraded operating conditions

SA Model Performance of Actions Perception of elements in current
situation Comprehension of current Projection of future status Decision Making SITUATION AWARENESS Level 1 Level 2 Level 3

Perception Errors Data unavailable Data difficult to detect/perceive
Failure to scan or observe Misinterpretation of data Memory capability Perception of elements in current situation Level 1

Comprehension Error Poor/incorrect interpretation
Over reliance on default values in similar situation Memory failure Lack of experience in situation Perception of elements in current situation Comprehension of current situation Level 1 Level 2

Projection Error Failure to utilize the data compiled and analyzed in the most appropriate manner SITUATION AWARENESS Perception of elements in current situation Comprehension of current situation Projection of future status Level 1 Level 2 Level 3

SA Errors A= Data not available B= Hard to discriminate/detect data
C= Failure to scan D= Misperception E= Memory loss F= Lack or incomplete mental model G= Use of incorrect mental model H= Over-reliance on default values I= Other J= Lack or incomplete mental model K= Over-projection of current trend L= Other

Maintaining SA Thorough preflight planning and brief
Minimize distractions during critical phases Proper training and knowledge base Compare perceptions with other crewmembers Keep mind engaged during low task periods Time management Stay ahead of the aircraft

SA Detractors in the E-2 Noise Monitoring multiple radios
ICS/radio malfunctions No weather avoidance capability Compound emergencies Internal communication breakdown Poor NAV display in the E-2D

Aircraft Automation CRM

Flight Management System
Concurrence between pilots prior to activating or changing a flight plan QA the route of flight the FMS system creates Pilot at the controls should not turn dials or push buttons on CDU below a briefed altitude

CRM Instructors/Facilitators:
Case Study CRM Instructors/Facilitators: Execute your CRM-I Case Study or Conduct a Case Study using a recent HAZREP or Personal Experience and the Threat and Error Management Model

Adaptability / Flexibility Situational Awareness
MISSION EFFECTIVENESS Threats Safe Operations Prepare Strategies CRM 7 Critical Skills Decision Making Assertiveness Mission Analysis Communication Leadership Adaptability / Flexibility Situational Awareness Errors CRM/TEM Repair Resist / Resolve Undesired Aircraft State Recover Incident/Accident

Contact the E-2 CRM Program Manager at Robert. L. Thompson2@navy
Contact the E-2 CRM Program Manager at with any questions or concerns

CREW RESOURCE MANAGEMENT

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