Leadership and Crew Resource Management in High-Reliability Organizations: A Competency Framework for Measuring Behaviors

2018 ◽  
pp. 168-196 ◽  
Author(s):  
Mark P. Alavosius ◽  
Ramona A. Houmanfar ◽  
Steven J. Anbro ◽  
Kenneth Burleigh ◽  
Christopher Hebein
Keyword(s):  
Resource Management ◽  
High Reliability ◽  
Crew Resource Management ◽  
Competency Framework ◽  
High Reliability Organizations

Leadership and Crew Resource Management in High-Reliability Organizations: A Competency Framework for Measuring Behaviors

2017 ◽  
Vol 37 (2) ◽  
pp. 142-170 ◽  
Author(s):  
Mark P. Alavosius ◽  
Ramona A. Houmanfar ◽  
Steven J. Anbro ◽  
Kenneth Burleigh ◽  
Christopher Hebein
Keyword(s):  
Resource Management ◽  
High Reliability ◽  
Crew Resource Management ◽  
Competency Framework ◽  
High Reliability Organizations

Crew resource management: improving team work in high reliability industries

2002 ◽  
Vol 8 (3/4) ◽  
pp. 68-78 ◽  
Author(s):  
Rhona Flin ◽  
Paul O’Connor ◽  
Kathryn Mearns
Keyword(s):  
Resource Management ◽  
High Reliability ◽  
Crew Resource Management ◽  
Team Work

Tools for your stroke team: adapting crew-resource management for acute stroke care

2018 ◽  
Vol 19 (1) ◽  
pp. 36-42 ◽  
Author(s):  
Laurent M. Willems ◽  
Natalia Kurka ◽  
Ferdinand Bohmann ◽  
Peter Rostek ◽  
Waltraud Pfeilschifter
Keyword(s):  
Resource Management ◽  
Acute Stroke ◽  
Human Error ◽  
Improve Patient Safety ◽  
High Reliability ◽  
Management Strategies ◽  
Crew Resource Management ◽  
Stroke Care ◽  
Acute Stroke Care ◽  
And Training

Crew-resource management is an approach to work and training that focuses on non-technical skills and strategies to prevent human error in complex procedures. It was initially termed ‘cockpit-resource management’ and developed for aviation in the 1970s after several severe accidents; it has contributed to a measurable increase in flight safety. In recent years, this approach has been successfully implemented in other high-reliability environments; surgical disciplines have made particular use of crew-resource management strategies and training, with resulting reduced mortality rates. The stepwise implementation of different crew-resource management strategies in stroke care at our tertiary stroke centre has helped to speed up process times significantly, and to improve patient safety and staff satisfaction. Here, we summarise our experience in adapting different crew-resource management tools to acute stroke care, sharing specific tools that have proven valuable in our hands, and we encourage colleagues to implement such strategies in acute stroke care.

Integrating Safety and Crew Resource Management (CRM) Aspects in the Recurrent Training of Cabin Crew Members

2011 ◽  
Vol 1 (1) ◽  
pp. 45-51 ◽  
Author(s):  
Sandrina Ritzmann ◽  
Annette Kluge ◽  
Vera Hagemann ◽  
Margot Tanner
Keyword(s):  
Resource Management ◽  
Integrated Design ◽  
Crew Resource Management ◽  
Training Module ◽  
Cabin Crew ◽  
Training Cycle ◽  
Aviation Training ◽  
Training Format ◽  
Instructional Design Principles ◽  
Practical Instruction

Recurrent training of cabin crew should include theoretical and practical instruction on safety as well as crew resource management (CRM) issues. The endeavors of Swiss International Air Lines Ltd. and Swiss Aviation Training Ltd. to integrate CRM and safety aspects into a single training module were evaluated. The objective of the integration was to make CRM more tangible and ease acquisition of competencies and transfer of CRM training content to practice by showing its relevance in relation to safety tasks. It was of interest whether the integrated design would be mirrored in a more favorable perception by the trainees as measured with a questionnaire. Participants reacted more positively to the integrated training than to stand-alone CRM training, although the integrated training was judged as being slightly more difficult and less oriented toward instructional design principles. In a range of forced-choice questions, the majority of participants opted for an integrated training format because it was seen as livelier and more interesting and also more practically relevant. For the forthcoming training cycle, a better alignment of training with instructional principles and an even higher degree of training integration by using simulator scenarios are striven for.

Are Public Bureaucracies Supposed to Be High Reliability Organizations?

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Wolfgang Seibel
Keyword(s):  
Child Protection ◽  
Organization Theory ◽  
Goal Attainment ◽  
High Reliability ◽  
Human Action ◽  
High Reliability Organizations ◽  
Fine Grained ◽  
Trade Offs ◽  
Public Bureaucracy ◽  
Account Standard

This article addresses the question of to what extent conventional theories of high reliability organizations and normal accidents theory are applicable to public bureaucracy. Empirical evidence suggests precisely this. Relevant cases are, for instance, collapsing buildings and bridges due to insufficient supervision of engineering by the relevant authorities, infants dying at the hands of their own parents due to misperceptions and neglect on the part of child protection agencies, uninterrupted serial killings due to a lack of coordination among police services, or improper planning and risk assessment in the preparation of mass events such as soccer games or street parades. The basic argument is that conceptualizing distinct and differentiated causal mechanisms is useful for developing more fine-grained variants of both normal accident theory and high reliability organization theory that take into account standard pathologies of public bureaucracies and inevitable trade-offs connected to their political embeddedness in democratic and rule-of-law-based systems to which belong the tensions between responsiveness and responsibility and between goal attainment and system maintenance. This, the article argues, makes it possible to identify distinct points of intervention at which permissive conditions with the potential to trigger risk-generating human action can be neutralized while the threshold that separates risk-generating human action from actual disaster can be raised to a level that makes disastrous outcomes less probable.

Sign in / Sign up

Export Citation Format

Share Document