The Boundaries of Aviation Psychology, Human Factors, Aeronautical Decision Making, Situation Awareness, and Crew Resource Management

1997 ◽  
Vol 7 (4) ◽  
pp. 259-267 ◽  
Author(s):  
Richard S. Jensen
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Human Factors ◽  
Situation Awareness ◽  
Crew Resource Management ◽  
Aviation Psychology

Analysis, Critique, and Proposed Revision of Crew Resource Management for Cockpit Automation

2014 ◽  
pp. 179-206
Author(s):  
Ronald John Lofaro
Keyword(s):  
Decision Making ◽  
Resource Management ◽  
Decision Aid ◽  
Crew Resource Management ◽  
Performance Model ◽  
Air Transport ◽  
Civil Aviation ◽  
New Model ◽  
Advisory System ◽  
Automated Decision Making

It is well over 30 years since the first (then called) Cockpit Resource Management (CRM) training, now called crew resource management was introduced. It is a shibboleth, a sacred cow as it were, despite many issues, concerns, and changes over the years. Some 21 years ago, 1992, an Air Transport Association (ATA)/Federal Aviation Association (FAA)-Sponsored Workshop was convened in an attempt to deal with some specific CRM issues. Yet the issues and needs as articulated in that workshop, and some newer ones, remain. Thus, this chapter is 21 years overdue, leading to the questions: Why now and is it still relevant? As said, some needs, issues, and concerns remain. The relevancy is that both a critique of civil aviation CRM on many levels and a comparison with current USAF, USCG, and USN CRM are presented. The proposed skeletal template for the long-overdue revision of civil aviation CRM, the R-MPM is shown. Next, a new model for an intelligent cockpit automated decision aid/advisory system, Event Response Integrated Decision Advisories (ERICA), is shown. ERICA came about from 2009-2012 work in automated decision-making tools for the cockpit and the realization that the Revised Mission Performance Model (R-MPM) and ERICA were interrelated.

scholarly journals Crew resource management training in healthcare: a systematic review of intervention design, training conditions and evaluation

BMJ Open ◽  
2019 ◽  
Vol 9 (2) ◽  
pp. e025247 ◽  
Author(s):  
Benedict Gross ◽  
Leonie Rusin ◽  
Jan Kiesewetter ◽  
Jan M Zottmann ◽  
Martin R Fischer ◽  
...  
Keyword(s):  
Systematic Review ◽  
Resource Management ◽  
Human Factors ◽  
Good Practice ◽  
Healthcare Delivery ◽  
Crew Resource Management ◽  
Management Training ◽  
Evaluation Methods ◽  
Intervention Design ◽  
Training Conditions

ObjectivesCrew resource management (CRM) training formats have become a popular method to increase patient safety by consideration of the role that human factors play in healthcare delivery. The purposes of this review were to identify what is subsumed under the label of CRM in a healthcare context and to determine how such training is delivered and evaluated.DesignSystematic review of published literature.Data sourcesPubMed, PsycINFO and ERIC were searched through 8 October 2018.Eligibility criteria for selecting studiesIndividually constructed interventions for healthcare staff that were labelled as CRM training, or described as based on CRM principles or on aviation-derived human factors training. Only studies reporting both an intervention and results were included.Data extraction and synthesisThe studies were examined and coded for relevant passages. Characteristics regarding intervention design, training conditions and evaluation methods were analysed and summarised both qualitatively and quantitatively.ResultsSixty-one interventions were included. 48% did not explain any keyword of their CRM intervention to a reproducible detail. Operating room teams and surgery, emergency medicine, intensive care unit staff and anaesthesiology came in contact most with a majority of the CRM interventions delivered in a 1-day or half-day format. Trainer qualification is reported seldomly. Evaluation methods and levels display strong variation.ConclusionsCritical topics were identified for the CRM training community and include the following: the need to agree on common terms and definitions for CRM in healthcare, standards of good practice for reporting CRM interventions and their effects, as well as the need for more research to establish non-educational criteria for success in the implementation of CRM in healthcare organisations.

Sign in / Sign up

Export Citation Format

Share Document