Journal articles: 'Crew Resource Management (CRM)'

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Jimenez, Camilo, Karissa Kasper, Javier Rivera, Andrew B. Talone, and Florian Jentsch. "Crew Resource Management (CRM)." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 59, no. 1 (September 2015): 946–50. http://dx.doi.org/10.1177/1541931215591274.

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Dharmawan, Gilang Gama, and Dinda Rakhma Fitriani. "Impression Management Citilink Indonesia Melalui Penerapan Crew Resource Management (CRM)." Communicare : Journal of Communication Studies 6, no. 2 (June 13, 2020): 177. http://dx.doi.org/10.37535/101006220195.

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As one of the low-cost airlines in Indonesia, Citilink Indonesia comes with unique packaging on each flight through the concept of young, fun and dynamic, especially represented by their cabin crew. This research is intended to analyze the application of Crew Resources Management by Citilink Indonesia in relation to impression management conducted by Citilink Indonesia's cabin crew. In this research, researchers used impression management concept analysis on crew resources management in organizational communication by using qualitative study methods through a case study approach and using interpretive paradigms in looking at the problems in this research. Based on the results of the research that has been obtained, the researcher found that the cabin crew of Citilink Indonesia carried out impression management by making Crew Resources Management a guideline, which is seen through their way of representing themselves by following the policies and rules set by the company that covers various aspects such as Performance, Communication Skill, Knowledge, Poise and grace (attitude), problem solving, team work and decision making in order to provide satisfaction of safety, security and service to passengers. So the researchers conclude that the application of Crew Resources Management is an impression management step made by Citilink Indonesia to its cabin crew to be able to represent the company well through a row stages of preparation to minimize the undesirable things caused by human error. Sebagai salah satu maskapai berbiaya hemat (low cost carrier) di Indonesia, Citilink Indonesia hadir dengan kemasan unik disetiap penerbangannya melalui konsep young, fun and dynamic yang khususnya direpresentasikan para awak kabin mereka. Penelitian ini dimaksudkan untuk menganalisis penerapan crew resources management oleh Citilink Indonesia dalam kaitannya dengan impression managementyang dilakukan oleh awak kabin Citilink Indonesia. Pada penelitian ini, peneliti menggunakan analisis konsep impression management pada crew resources management dalam komunikasi organisasidenganmenggunakan metode penelitian kualitatif melalui pendekatan studi kasus dan menggunakan paradigma interpretif dalam memandang permasalahan dalam penelitian ini. Berdasarkan hasil dari penelitian yang telah didapatkan, peneliti menemukan bahwaawak kabin Citilink Indonesia melakukan impression management atau pengelolaan kesan dengan menjadikan crew resources managementsebagai sebuah pedoman, yangdimana hal ini terlihatmelalui cara mereka dalam merepresentasikan diri dengan mengikuti kebijakan serta aturan yang telah ditetapkan oleh perusahaan yang meliputi berbagai aspek seperti performance, communication skill, knowledge, poise and grace(attitude), problem solving, team work dan decision making atau pengambilan keputusanagar dapat memberikan kepuasan terhadap safety, security dan servicekepada penumpang. Sehingga peneliti menyimpulkan bahwa penerapan Crew Resources Managementmerupakan sebuah langkah pembentukan kesan yang dilakukan Citilink Indonesia terhadap awak kabinnya untuk dapat merepresentasikan perusahaan dengan baik melalui serangkaian tahap persiapan secara matang guna meminimalisir hal-hal yang tidak diinginkan yang diakibatkan oleh human error.

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Bentley, Donald. "Editorial: CRM – Clinical or Crew Resource Management?" Medico-Legal Journal 68, no. 4 (January 2000): 113–14. http://dx.doi.org/10.1258/rsmmlj.68.4.113.

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Bentley, D. "Editorial: CRM - Clinical or Crew Resource Management?" Medico-Legal Journal 68, no. 4 (January 1, 2000): 113–14. http://dx.doi.org/10.1258/spmlj.68.4.113.

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Bringelson, Liwana S., and Maureen A. Pettitt. "Applying Airline Crew Resource Management in Emergency Medicine." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 39, no. 11 (October 1995): 728–32. http://dx.doi.org/10.1177/154193129503901103.

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The airline industry realizes that team performance is critical to safe and efficient operations; therefore, it has been developing and using Crew Resource Management (CRM) to improve team performance and communication within multi-person crews. The medical field is another domain that relies heavily on team performance. Although teams have been acknowledged in the medical literature, the focus has been primarily their existence, rather than improving team performance. This paper discusses the background of CRM and its application to the medical domain.

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Rochon, Meredith, Thomas Hutchinson, Francine Miranda, James Reed, Erika Linden, and L. Wayne Hess. "54: Crew resource management (CRM) improves perinatal outcomes." American Journal of Obstetrics and Gynecology 197, no. 6 (December 2007): S25. http://dx.doi.org/10.1016/j.ajog.2007.10.061.

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Taylor, James, and Michelle M. Robertson. "New Directions of Crew Resource Management (CRM) Training." Proceedings of the Human Factors Society Annual Meeting 36, no. 11 (October 1992): 895–96. http://dx.doi.org/10.1518/107118192786750403.

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Lofaro, Ronald John, and Kevin M. Smith. "Critique and Proposed Revision of Crew Resource Management (CRM)." Journal of Information Technology Research 5, no. 2 (April 2012): 46–72. http://dx.doi.org/10.4018/jitr.2012040104.

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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 20 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 Workshop, and some newer ones, remain. Thus, this Chapter is 20 years overdue, leading to the questions: why now and is it still relevant? Why now? As said, some needs, issues, concerns remain. The relevancy is that we present both a critique of civil aviation CRM on many levels and a look/comparison with current USAF, USCG, and USN CRM. The authors include a proposed skeleton/template for a long-overdue revision of civil aviation CRM.

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Regan, Michael, Paul Salmon, Eve Mitsopoulos, Janet Anderson, and Jessica Edquist. "Crew Resource Management Training and Young Driver Safety." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 25 (September 2005): 2192–96. http://dx.doi.org/10.1177/154193120504902516.

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Compared to other age groups, young novice drivers have a higher risk of being involved in road crashes. Recent research has indicated that, depending on certain passenger and driver characteristics, passengers can have either a positive or negative influence on driver behaviour and also that the principles of Crew Resource Management (CRM) training might be beneficial in addressing some of the problems associated with young driver behaviour when in the presence of passengers. This paper describes a program of research that was undertaken in order to investigate the potential application of CRM training principles within young driver training programs in the Australian Capital Territory (ACT), a jurisdiction located in South-East Australia. The findings indicate that the application of CRM principles within young driver training is a viable concept to pursue, and that such interventions have the potential to significantly enhance the positive, and reduce the negative effects of passengers on young driver behaviour. In conclusion to this research, a set of recommendations for the development of an ACT-based trial young driver CRM training program are proposed, and recommendations for further research regarding CRM and driver training are discussed.

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Salas, Eduardo, Katherine A. Wilson, C. Shawn Burke, Dennis C. Wightman, and William R. Howse. "A Checklist for Crew Resource Management Training." Ergonomics in Design: The Quarterly of Human Factors Applications 14, no. 2 (April 2006): 6–15. http://dx.doi.org/10.1177/106480460601400204.

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O’Connor, Paul, Angela O’Dea, and Ivan Keogh. "Is Crew Resource Management Training Effective in Healthcare Settings?" Proceedings of the International Symposium on Human Factors and Ergonomics in Health Care 2, no. 1 (June 2013): 105–7. http://dx.doi.org/10.1177/2327857913021020.

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The healthcare industry has seen a recent proliferation in the adoption of team training, such as crew resource management (CRM). Empirical studies of the effectiveness of CRM-type training in healthcare were subjected to meta-analysis. Fourteen CRM evaluation studies were found to fulfill the a priori criteria for inclusion in the meta-analysis. The metrics of CRM training effectiveness analyzed were: reactions, attitudes, knowledge, behaviors, and organization. CRM trained participants responded positively to CRM, the training had large effects on the participants’ knowledge and behaviors, and a medium effect on their attitudes. The training was also found to have a medium effect on the number of errors/adverse events and a small effect on the time to complete clinical tasks. Although there are methodological limitations that mean the results from this study should be treated with a little caution, the findings are nevertheless encouraging.

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Marvil, Patrick, and Curt Tribble. "Lessons from Crew Resource Management for Cardiac Surgeons." Heart Surgery Forum 20, no. 2 (April 30, 2017): 077. http://dx.doi.org/10.1532/hsf.1807.

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Crew resource management (CRM) describes a system developed in the late 1970s in response to a series of deadly commercial aviation crashes. This system has been universally adopted in commercial and military aviation and is now an integral part of aviation culture. CRM is an error mitigation strategy developed to reduce human error in situations in which teams operate in complex, high-stakes environments. Over time, the principles of this system have been applied and utilized in other environments, particularly in medical areas dealing with high-stakes outcomes requiring optimal teamwork and communication. While the data from formal studies on the effectiveness of formal CRM training in medical environments have reported mixed results, it seems clear that some of these principles should have value in the practice of cardiovascular surgery.

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Tapson, Victor F., Rachel Bongiorno Karcher, and Randy Weeks. "Crew Resource Management and VTE Prophylaxis in Surgery." American Journal of Medical Quality 26, no. 6 (May 23, 2011): 423–32. http://dx.doi.org/10.1177/1062860611404694.

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Despite the availability of safe and effective prophylaxis, appropriate use of venous thromboembolism (VTE) prophylaxis in surgical patients remains suboptimal. Multifaceted quality improvement (QI) activities are needed for sustained improvement at the individual institution level. This work describes a QI initiative for VTE prophylaxis in surgery that combined clinical education with Crew Resource Management (CRM)—a set of principles and techniques for communication, teamwork, and error avoidance used in the aviation industry. Surveys of clinicians participating in the initiative demonstrated immediate and retained confidence and increased knowledge in identifying process-related factors leading to errors, applying CRM to patient care, and identifying VTE prophylaxis candidates and guideline-recommended prophylaxis regimens. Reviews of patient charts preinitiative and postinitiative demonstrated performance improvement in meeting guideline recommendations for the timing, inpatient duration, and use of VTE prophylaxis beyond discharge. This new model joins continuing medical education with CRM to improve the appropriate use of VTE prophylaxis in surgery.

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Schmeiser, Gregor, T. V. Bömmel, and V. Bühren. "Crew Resource Management (CRM): Cooperation of the rescue helicopter crew at mountain missions." Air Medical Journal 19, no. 3 (July 2000): 118. http://dx.doi.org/10.1016/s1067-991x(00)90066-x.

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Karaarslan, Elvan, and Turhan Erkmen. "The impact of the COVID-19 pandemic on Crew Resource Management (CRM) attitudes: A comparison between cabin crews’ attitudes before COVID-19 and during the COVID-19 process." Business & Management Studies: An International Journal 9, no. 2 (June 25, 2021): 472–85. http://dx.doi.org/10.15295/bmij.v9i2.1784.

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In this study, the effect of COVID-19 on the aviation industry is discussed in terms of its effect on the attitudes of employees on Crew Resource Management (CRM). In addition, this study investigates whether there was a significant difference in CRM attitudes of cabin crew before COVID-19 and during the COVID-19 process. The findings of the study are essential for a safe flight operation. The COVID-19 process is the period that started with the World Health Organization’s global epidemic declaration in March 2020. In this study, with the participation of 250 cabin crew members working in a corporate airline company, the data obtained showed no significant difference between the CRM attitudes of cabin crews before COVID-19 and during the COVID-19 process.

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Ritzmann, Sandrina, Annette Kluge, Vera Hagemann, and Margot Tanner. "Integrating Safety and Crew Resource Management (CRM) Aspects in the Recurrent Training of Cabin Crew Members." Aviation Psychology and Applied Human Factors 1, no. 1 (January 2011): 45–51. http://dx.doi.org/10.1027/2192-0923/a00007.

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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.

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Wilson-Donnelly, Katherine A., C. Shawn Burke, and Eduardo Salas. "Does Crew Resource Management (CRM) Training Work in Health Care?" Proceedings of the Human Factors and Ergonomics Society Annual Meeting 48, no. 22 (September 2004): 2587–91. http://dx.doi.org/10.1177/154193120404802216.

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Lamb, Bryony, and Nick Clutton. "Crew Resource Management within interprofessional teamwork development." Journal of Practice Teaching and Learning 10, no. 2 (December 20, 2012): 4–27. http://dx.doi.org/10.1921/jpts.v10i2.247.

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This paper presents the case for a practical approach for developing the workforce, to safeguard patients and to improve the quality of the patient pathway across health, social care and beyond. Central to this is the inclusion of Crew Resource Management (CRM) (RAeS, 1999) skills learned from the aviation industry, to enhance interprofessional teamwork development and collaborative practice. To address this, we have developed a model for interprofessional teamwork development, focusing on improvement and patient safety which encompasses the entire system involved with the patient pathway. This model includes a transformative cycle of improvement and the processes and interprofessional leadership and membership skills required to achieve an open inclusive culture, providing interprofessional teams with the skills and tools to drive improvement for patient safety and increased satisfaction with services.

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Marquardt, Nicki, Swantje Robelski, and Rainer Hoeger. "Crew Resource Management Training Within the Automotive Industry: Does It Work?" Human Factors: The Journal of the Human Factors and Ergonomics Society 52, no. 2 (April 2010): 308–15. http://dx.doi.org/10.1177/0018720810366258.

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Objective: This article presents the development, implementation, and evaluation of a crew resource management (CRM) training program specifically designed for employees within the automotive industry. Background: The central objective of this training program was to improve communication, teamwork, and stress management skills as well to increase the workers’ situational awareness of potential errors that can occur during the production process. Method: Participants in the training program of this study were 80 employees, all of whom were working in a production unit for gearbox manufacturing. Effectiveness of the CRM training course was evaluated two times (1 month and 6 months after the training program). Results: The results showed a significant improvement in a wide range of CRM-relevant categories, especially in teamwork-related attitudes, in addition to an increase in the workers’ situational awareness after the training program. Conclusion: On the basis of the results, it can be stated that CRM training, which was originally developed for the aviation industry, can be transferred to the automotive industry. However, because of the lack of behavioral observations, these effects are limited to CRM attitudes and knowledge changes. Application: Several recommendations for future research and training development in the field of human factors training are made.

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Kreischer, Noah, Angelia Sebok, Lauren Orchosky, and D. A. “Roy” Rogers. "Adapting Crew Resource Management for Training in Unmanned Operations." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 66, no. 1 (September 2022): 2011–15. http://dx.doi.org/10.1177/1071181322661136.

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As automation is increasingly used on the flight deck and in unmanned aerial operations, the concept of “automation as a team member” becomes increasingly important. In addition to taking over certain aviation tasks there is a need to plan and train for the roles taken by automation. While training does exist to teach the flight crew how to interact with automation, the concept of automation as a team member is ill defined. In this work, we used the framework provided by Crew Resource Management (CRM) to begin addressing the needs for developing scenario-based training that address this gap.

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Holt, Robert W., Edward Meiman, and Thomas L. Seamster. "Evaluation of Aircraft Pilot Team Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 40, no. 2 (October 1996): 44–48. http://dx.doi.org/10.1177/154193129604000208.

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Accurate assessment of team performance in complex, dynamic systems is difficult, particularly teamwork such as Crew Resource Management (CRM) in aircraft. Seventy pilots from two fleets were evaluated as two-person crews by a Maneuver Validation (MV), which focused on proficiency on separate maneuvers, and by a Line Operational Evaluation (LOE), which focused on the crew flying a simulated line flight. Instructor/Evaluator (I/E) pilots helped design LOE content and a structured evaluation worksheet. I/E reliability training resulted in high evaluator agreement (average rwg = .80) and acceptable inter-rater correlations (average r = .54). Path analysis supported the assessment flow from Observable Behaviors to Technical and CRM performance to Captain (PIC), First Officer (SIC), and Crew evaluations for each event set. Fleet evaluations were different on the LOE assessment, but equivalent on the MV assessment. Detailed analysis of assessments also indicated a different role of the SIC across fleets. One fleet assessed SIC more on CRM performance and weighted SIC performance more in evaluating Crew performance. The other fleet assessed SIC on technical performance and weighted SIC performance less in evaluating Crew performance.

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Hicks, Christopher M., Alex Kiss, Glen W. Bandiera, and Christopher J. Denny. "Crisis Resources for Emergency Workers (CREW II): results of a pilot study and simulation-based crisis resource management course for emergency medicine residents." CJEM 14, no. 06 (November 2012): 354–62. http://dx.doi.org/10.2310/8000.2012.120580.

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ABSTRACTObjectives:Emergency department resuscitation requires the coordinated efforts of an interdisciplinary team. Aviationbased crisis resource management (CRM) training can improve safety and performance during complex events. We describe the development, piloting, and multilevel evaluation of “Crisis Resources for Emergency Workers” (CREW), a simulation-based CRM curriculum for emergency medicine (EM) residents.Methods:Curriculum development was informed by an a priori needs assessment survey. We constructed a 1-day course using simulated resuscitation scenarios paired with focused debriefing sessions. Attitudinal shifts regarding team behaviours were assessed using the Human Factors Attitude Survey (HFAS). A subset of 10 residents participated in standardized pre- and postcourse simulated resuscitation scenarios to quantify the effect of CREW training on our primary outcome of CRM performance. Pre/post scenarios were videotaped and scored by two blinded reviewers using a validated behavioural rating scale, the Ottawa CRM Global Rating Scale (GRS).Results:Postcourse survey responses were highly favourable, with the majority of participants reporting that CREW training can reduce errors and improve patient safety. There was a nonsignificant trend toward improved teambased attitudes as assessed by the HFAS (p= 0.210). Postcourse performance demonstrated a similar trend toward improved scores in all categories on the Ottawa GRS (p= 0.16).Conclusions:EM residents find simulation-based CRM instruction to be useful, effective, and highly relevant to their practice. Trends toward improved performance and attitudes may have arisen because our study was underpowered to detect a difference. Future efforts should focus on interdisciplinary training and recruiting a larger sample size.

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Yeom, Kwang Yul, Kee Woong Kim, and Sung Sik Park. "A Study on the Characteristics of Airline's CRM (Crew Resource Management) Training Programs and Flight Crews' Satisfaction." Journal of the Korean Society for Aviation and Aeronautics 22, no. 3 (September 30, 2014): 50–59. http://dx.doi.org/10.12985/ksaa.2014.22.3.050.

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Romano, Thiago Gomes, Jose Mauro Fonseca Pestana, and Valter Carneiro da Cunha Daiello Moreira. "Crew resource management (CRM) as a tool for patient safety in health." International Journal of Health Science 2, no. 49 (August 23, 2022): 2–8. http://dx.doi.org/10.22533/at.ed.1592492219085.

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Salas, Eduardo, C. Shawn Burke, Clint A. Bowers, and Katherine A. Wilson. "Team Training in the Skies: Does Crew Resource Management (CRM) Training Work?" Human Factors: The Journal of the Human Factors and Ergonomics Society 43, no. 4 (December 2001): 641–74. http://dx.doi.org/10.1518/001872001775870386.

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O'Connor, Paul, and Doug Jones. "The Crew Resource Management Attitudes of U.S. Naval Aviators." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 53, no. 26 (October 2009): 1974–78. http://dx.doi.org/10.1177/154193120905302620.

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The purpose of this paper is to describe the development of, and findings from, a survey designed to measure the Crew Resource Management (CRM) attitudes of U.S. Naval aviators. An attitude questionnaire based upon the Flight Management Attitude Questionnaire (FMAQ) was used. A total of 364 responses were received from U.S. Naval aviators. To obtain acceptable Cronbach's Alpha levels it was necessary to drop nine items from the questionnaire. A comparison of the responses to the questionnaire suggested that tactical jet squadrons may benefit from training on recognizing, and addressing, the effects of stress in other aviators. A more important finding, and counter to expectations, was that senior aviators were significantly more supportive of an open cockpit climate than junior aviators.

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Mosier, Kathleen L., Earl L. Wiener, Alan W. Price, and Robert L. Helmreich. "Resource Management in the Highly Automated Airspace System." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 37, no. 1 (October 1993): 60–62. http://dx.doi.org/10.1177/154193129303700115.

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The introduction of highly sophisticated, glass cockpit aircraft has profoundly affected the flightdeck environment, and has changed the nature of crew resource management (CRM). CRM and decision making in advanced aircraft are qualitatively different from the same processes in older fleets. Automation also alters the nature of interaction among crewmembers, and between crewmembers and Air Traffic Control (ATC) These differences would seem to necessitate special training and procedures for CRM in glass cockpits. Moreover, training for managing automation cannot be merely an added module in current CRM programs. The effects of automation pervade throughout all aspects of resource management. Coincidentally, advances in the air traffic control system are altering the modern airspace environment. In the not-too-distant future, it will be possible for ATC computers to generate or amend clearances, which the Air Traffic Manager will send to the aircraft via datalink. The aircraft FMS (flight management system) will determine whether or not the clearance may be accepted, and its effects on fuel consumption, arrival time, etc. The role of the pilot will be to accept or reject the suggested clearance. The effects of automation on operator and team processes in both of these domains, as well as on the interaction between the domains, has only begun to be defined. Some of the issues already raised in the flightdeck realm, such as diffusion of responsibility among crewmembers, the breakdown of traditional roles and responsibilities as a result of familiarity with automation, or the possibility that crewmembers will “communicate” more with the automation than with each other, may only be exacerbated by increased automation in the air-ground communication link. The goal of this panel is to present an overview of some of the issues and questions to be resolved if resource management is to be a vital construct in the highly automated airspace system. To open discussion, the first panel member will present an overview of the general issues involved in the confluence of CRM and automation. Following, an industry representative will discuss one airline's specialized program to introduce crewmembers to the glass cockpit, and guide them in the appropriate use of automation. The measurement of CRM components specifically related to crew interaction with automation will be the focus of the third panelist. The analysis of CRM issues associated with equipment design, and, in particular, with the introduction of datalink communication systems, will be the next panel topic. Lastly, possible implications for human operators of the increasing sophistication and decision-making capabilities of automated systems in the air and on the ground will be introduced. The panel chair will summarize the major points and propose questions for discussion.

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Tuccio, William A., David A. Esser, Gillian Driscoll, Ian R. McAndrew, and MaryJo O. Smith. "Interventionist applied conversation analysis." Pragmatics of professional discourse 7, no. 1 (April 7, 2016): 30–56. http://dx.doi.org/10.1075/ps.7.1.02tuc.

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Pragmatic language competence plays a central role in how aviation flight crews perform crew resource management (CRM); this competence significantly affects aviation safety. This paper contributes to existing literature on interventionist applications of conversation analysis (CA) by defining and evaluating a novel collaborative transcription and repair based learning (CTRBL) method for aviation CRM learning. CTRBL was evaluated using a quantitative quasi-experimental repeated-measure design with 42 novice, university pilots. Results support that CTRBL is an effective, low-resource CRM learning method that will benefit from exploratory applications and further study in pragmatics, aviation, and other sociotechnical domains. The views in this article were the result of independent research of the authors. Views herein do not necessarily represent the views of the National Transportation Safety Board (NTSB) or the United States.

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Ford, Jane, Robert Henderson, and David O'Hare. "The effects of Crew Resource Management (CRM) training on flight attendants' safety attitudes." Journal of Safety Research 48 (February 2014): 49–56. http://dx.doi.org/10.1016/j.jsr.2013.11.003.

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Gross, Benedict, Leonie Rusin, Jan Kiesewetter, Jan M. Zottmann, Martin R. Fischer, Stephan Prückner, and Alexandra Zech. "Crew resource management training in healthcare: a systematic review of intervention design, training conditions and evaluation." BMJ Open 9, no. 2 (February 2019): e025247. http://dx.doi.org/10.1136/bmjopen-2018-025247.

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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.

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McDougall, William A., Thomas L. Seamster, and Eleana S. Edens. "Instructor Strategies in the Assessment of Aircrews: Heuristics in CRM Assessment and Their Operational Implications." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 37, no. 1 (October 1993): 127–31. http://dx.doi.org/10.1177/154193129303700130.

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Established Crew Resource Management (CRM) research has concentrated on the analysis of actual crew behaviors and crew training. As CRM research and training matures, assessment issues take on increasing importance. Current research emphasis has broadened and shifted focus from crew training methodologies in recognition of the importance of the assessment process. The identification of the strategies that experienced instructors employ in efficient CRM assessment is essential to a better understanding of the assessment process. These learned strategies help experienced instructors focus on key crew behaviors in complex Line-Oriented Flight Training (LOFT). This present research was designed to identify these strategies employed by experienced instructors as part of a larger effort to develop a prototype CRM assessment expert system. Protocol analysis techniques were used to develop a set of assessment rules for the prototype expert system. The experienced instructor protocols were translated into a set of pseudo-code rules. The lower-level rules, derived from the experienced instructor protocols, were analyzed and abstracted into a set of general strategies. These are the strategies that the experienced instructor has learned to use to help focus on the key crew behaviors in the complex Line-Oriented Flight Training (LOFT) scenario environment where the instructor cannot observe all behaviors. These strategies have a number of implications for training new instructor/assessors, the standardization and calibration of LOFT assessors, and for achieving more systematic CRM assessments.

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Sutton, Gigi. "Evaluating multidisciplinary health care teams: taking the crisis out of CRM." Australian Health Review 33, no. 3 (2009): 445. http://dx.doi.org/10.1071/ah090445.

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High-reliability organisations are those, such as within the aviation industry, which operate in complex, hazardous environments and yet despite this are able to balance safety and effectiveness. Crew resource management (CRM) training is used to improve the non-technical skills of aviation crews and other high-reliability teams. To date, CRM within the health sector has been restricted to use with ?crisis teams? and ?crisis events?. The purpose of this discussion paper is to examine the application of CRM to acute, ward-based multidisciplinary health care teams and more broadly to argue for the repositioning of health-based CRM to address effective everyday function, of which ?crisis events? form just one part. It is argued that CRM methodology could be applied to evaluate ward-based health care teams and design nontechnical skills training to increase their efficacy, promote better patient outcomes, and facilitate a range of positive personal and organisational level outcomes.

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KUŁAKOWSKI, Grzegorz, and Henryk NOWAKOWSKI. "SELECTED ASPECTS OF SHAPING THE COMPETENCE OF CIVIL AND MILITARY AIR TRANSPORT CREW USING CREW RESOURCE MANAGEMENT(CRM) TRAINING." Scientific Journal of Silesian University of Technology. Series Transport 102 (March 30, 2019): 85–97. http://dx.doi.org/10.20858/sjsutst.2019.102.7.

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Kuy, SreyRam, and Ramon A. L. Romero. "Eliminating Critical Incident Tracking Network Patient Safety Events at a Veterans Affairs Institution Through Crew Resource Management Training." American Journal of Medical Quality 32, no. 5 (October 20, 2016): 480–84. http://dx.doi.org/10.1177/1062860616673904.

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The objective of this study was to determine whether rates of Critical Incident Tracking Network (CITN) patient safety adverse events change after implementation of crew resource management (CRM) training at a Veterans Affairs (VA) hospital. CRM training was conducted for all surgical staff at a VA hospital. Compliance with briefing and debriefing checklists was assessed for all operating room procedures. Tracking of adverse patient safety events utilizing the VA CITN events was performed. There was 100% adherence to performance of briefings and debriefings after initiation of CRM training. There were 3 CITN events in the year prior to implementation of CRM training; following CRM training, there have been zero CITN events. Following CRM training, CITN events were eliminated, and this has been sustained for 2.5 years. This is the first study to demonstrate the impact of CRM training on CITN events, specifically, in a VA medical center.

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Seamster, Thomas L., and Eleana S. Edens. "Cognitive Modeling of Crm Assessment Expertise: Identification of the Primary Assessors." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 37, no. 1 (October 1993): 122–26. http://dx.doi.org/10.1177/154193129303700129.

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A cognitive model of instructor Crew Resource Management (CRM) assessment was developed as an integral component of a prototype CRM assessment expert system. The cognitive model provides an instructor-centered approach to CRM assessment in the multi-tasking, time-constrained environment of recurrent Line-Oriented Flight Training (LOFT). This cognitive modeling is based on systematic analysis of how experienced instructors are able to attend to key crew behaviors and derive consistent CRM assessments in the complex simulator-based training environment. Concept sorting data, collected from recurrent training instructors, was subjected to hierarchical cluster analysis. The analysis identified the mental organization or knowledge structures required to make efficient CRM assessments in the time-constrained LOFT environment. There were three primary assessment clusters that experienced instructors had in common. These clusters of assessment concepts were used to develop the architecture and content of the assessor modules for the prototype CRM assessment expert system. That expert system provides an efficient CRM assessment that is similar to the process and output of the experienced recurrent training instructor. These findings have operational implications for the feasibility of an instructor CRM assessment tool and for making the CRM assessment process more systematic.

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Arinicheva, O. V., E. V. Vlasov, and V. A. Grehov. "SPECIAL SOFTWARE FOR PILOT TRAINING." World of Transport and Transportation 15, no. 5 (October 28, 2017): 208–16. http://dx.doi.org/10.30932/1992-3252-2017-15-5-19.

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[For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version)].ABSTRACT The article is devoted to description of methodological problems, occurred during application of special software package intended for training civil aviation personnel within the program «CRM - two-man crew resource management». The authors suggest approaches to solution of main problems in assessment of efficiency of interaction in the aircraft crew, and to realization of suggested solutions. The article continues previously discussed topic (see World of Transport and Transportation Vol. 12, 2014, Iss. 5; Vol. 14, 2016, Iss. 1; Vol. 15, 2017, Iss. 3). Keywords: civil aviation, flight safety, CRM, special software, methodological follow-up.

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Hamman, William R., and Robert W. Holt. "Line Operational Evaluation (LOE) Air Carrier Scenario Based Evaluation." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 41, no. 2 (October 1997): 907–11. http://dx.doi.org/10.1177/107118139704100242.

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This paper presents a methodology for developing Line Operational Evaluations (LOEs) which assess crew and individual pilot proficiency in the FAA's Advanced Qualification Program (AQP). Under AQP, Crew Resource Management (CRM) skills are trained and assessed along with technical maneuvers in the issuing of an Airmen type certification. The environment for assessing this technical and CRM proficiency is the LOE which must be designed and implemented under strict adherence to the requirements of AQP. The paper will discuss the five major steps in the design process, discuss the issues associated with scenario based measurement of pilot proficiency, and the application of statistical analysis to improve evaluator standardization and the reliability and validity of data.

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Bienefeld, Nadine, and Gudela Grote. "Silence That May Kill." Aviation Psychology and Applied Human Factors 2, no. 1 (January 2012): 1–10. http://dx.doi.org/10.1027/2192-0923/a000021.

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Several accidents have shown that crew members’ failure to speak up can have devastating consequences. Despite decades of crew resource management (CRM) training, this problem persists and still poses a risk to flight safety. To resolve this issue, we need to better understand why crew members choose silence over speaking up. We explored past speaking up behavior and the reasons for silence in 1,751 crew members, who reported to have remained silent in half of all speaking up episodes they had experienced. Silence was highest for first officers and pursers, followed by flight attendants, and lowest for captains. Reasons for silence mainly concerned fears of damaging relationships, of punishment, or operational pressures. We discuss significant group differences in the frequencies and reasons for silence and suggest customized interventions to specifically and effectively foster speaking up.

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Moffatt-Bruce, Susan D., Jennifer L. Hefner, Hagop Mekhjian, John S. McAlearney, Tina Latimer, Chris Ellison, and Ann Scheck McAlearney. "What Is the Return on Investment for Implementation of a Crew Resource Management Program at an Academic Medical Center?" American Journal of Medical Quality 32, no. 1 (July 9, 2016): 5–11. http://dx.doi.org/10.1177/1062860615608938.

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Crew Resource Management (CRM) training has been used successfully within hospital units to improve quality and safety. This article presents a description of a health system-wide implementation of CRM focusing on the return on investment (ROI). The costs included training, programmatic fixed costs, time away from work, and leadership time. Cost savings were calculated based on the reduction in avoidable adverse events and cost estimates from the literature. Between July 2010 and July 2013, roughly 3000 health system employees across 12 areas were trained, costing $3.6 million. The total number of adverse events avoided was 735—a 25.7% reduction in observed relative to expected events. Savings ranged from a conservative estimate of $12.6 million to as much as $28.0 million. Therefore, the overall ROI for CRM training was in the range of $9.1 to $24.4 million. CRM presents a financially viable way to systematically organize for quality improvement.

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Arinicheva, O. V., A. V. Malishevsky, and E. V. Vlasov. "AIRCRAFT CREW: RESOURCES OF INTERACTION." World of Transport and Transportation 14, no. 1 (February 28, 2016): 220–31. http://dx.doi.org/10.30932/1992-3252-2016-14-1-29.

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[For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version)].ABSTRACT The results of experiments carried out in 2011-2015 with professional pilots and students of St. Petersburg State University of Civil Aviation are analyzed. The aim of the study was to test the efficiency of interaction in the two-member crew of the aircraft using a variety of evaluation criteria. In particular, socionic criteria were considered as well as characteristics of individual styles of behavior, and data of indirect sociometry. Statistical criterial dependences are provided. Article continues previously considered topic (see World of Transport and Transportation, 2014, Iss. 5). Keywords: civil aviation, aircraft crew, interaction of pilots, style of behavior, inter-type relations, sociometry, CRM. REFERENCES 1. Aircraft accident report: United Airlines, inc., McDonnell-Douglas, DC-8-61, N8082U, Portland, Oregon, December 28, 1978. National Transportation Safety Board, Bureau of Accident Investigation, Washington, D.C., 1979, June 7, 62 p . 2. Blake R. R., Mouton, J. S. Cockpit Resource Management (CRM). Book. 2: Cockpit resource management according to the grid. «Grid», Austin, Scientific Methods, Inc., 1990, 133 p. 3. Leichenko, S. D., Malishevsky, A. V., Mikhailik, N. F. Human factor in aviation: in 2 Vol. Vol.1 [Chelovecheskij faktor v aviacii: V 2 t. T. 1]. St. Petersburg, SPbGUGA, Kirovograd, GLAU, 2006, 480 p. 4. Yak-42D RA-42434 / Interstate Aviation Commi t tee. 02.11.12. [Yak-42D RA-42434 / Mezhgosudarstvennyj aviacionnyj komitet. 02.11.12]. [Electronic source]: http://www.mak.ru/russian/ investigations/2011/report_ra-42434.pdf. Last accessed 22.12.2015. 5. Tu-154М RA-85744 / Interstate Aviation Committee. 20.09.11 [Tu-154М RA-85744 / Mezhgosudarstvennyj aviacionnyj komitet. 20.09.11]. [Electronic source]: http://www.mak.ru/russian/ investigations/2010/report_ra-85744.pdf. Last accessed 23.12.2015. 6. Aviation Safety Network. 1996-2015. [Electronic source]: http://aviation-safety.net/database/record. php?id=19980216-0. Last accessed 23.12.2015. 7. Aviation Safety Network. 1996-2015. [Electronic source]: http://aviation-safety.net/database/record. php?id=20100522-0. Last accessed 23.12.2015. 8. Malishevsky, A. V., Vlasov, E. V., Kaymakova, E. M. Possible solutions to the problem of reducing negative impact of human factor in emergency on transport [Vozmozhnye puti reshenija problemy snizhenija negativnogo vlijanija chelovecheskogo faktora v chrezvychajnyh situacijah na transporte]. Mediko-biologicheskie i social’nopsihologicheskie problemy bezopasnosti v chrezvychajnyh situacijah, 2015, Iss. 1, pp. 108-114. 9. Malishevsky, A. V., Brovkin, P. E., Vlasov, E. V. Evaluating the effectiveness of crews of an aircraft. World of Transport and Transportation, Vol. 12, 2014, Iss. 5, pp. 216-229. 10. Malishevsky, A. V., Arinicheva, O. V. Research of methods and means of control and planning in the field of air transport on the basis of socionic models [Issledovanie metodov i sredstv upravlenija i planirovanija v sfere vozdushnogo transporta na baze socionicheskih modelej]. Nauchnyj vestnik Moskovskogo gosudarstvennogo tehnicheskogo universiteta grazhdanskoj aviacii, 2008, Iss. 1, pp. 186-190. 11. Malishevsky, A. V., Parfenov, I. A. The use of socionic models for management and planning in the field of air transport [Ispol’zovanie socionicheskih modelej dlja upravlenija i planirovanija v sfere vozdushnogo transporta]. Nauchnyj vestnik Moskovskogo gosudarstvennogo tehnicheskogo universiteta grazhdanskoj aviacii, 2010, Iss. 4, pp. 117-123. 12. Arinicheva, O. V., Kovalenko, G. V., Malishevsky, A. V. [et al]. A study of management methods in the field of air transport with the use of socionic models [Issledovanie metodov upravlenija v sfere vozdushnogo transporta s ispol’zovaniem socionicheskih modelej]. Poljot, 2008, Iss. 1, pp. 45-49. 13. Malishevsky, A. V., Arinicheva, O. V., Brovkin, P. E. Analysis of experiments to assess effectiveness of cooperation in the pilot pairs [Analiz eksperimentov po ocenke effektivnosti vzaimodejstvija v parah pilotov]. Transport Urala, 2013, Iss. 3, pp. 28-35. 14. Malishevsky, A. V., Brovkin, P. E. Results of evaluation of the effectiveness of interaction in pairs of pilots using intertype relations according to V. V. Gulenko and results of special computer tests [Rezul’taty ocenki effektivnosti vzaimodejstvija v parah pilotov s ispol’zovaniem intertipnyh otnoshenij V. V. Gulenko i rezul’tatov special’nyh komp’juternyh ispytanij]. Nauchnyj vestnik Moskovskogo gosudarstvennogo tehnicheskogo universiteta grazhdanskoj aviacii, 2014, Iss. 1, pp. 108-115. 15. Malishevsky, A. V., Arinicheva, O. V., Parfenov, I. A., Petrova, M. V. Psychological compatibility in the work collective. Socionic approach [Psihologicheskaja sovmestimost’ v trudovom kollektive. Socionicheskij podhod]. Vestnik psihoterapii, 2006, Iss. 17, pp. 46-53. 16. Kaimakova, E. M. The use of different variable selection algorithms for constructing a linear regression model in psychological research in the field of human factor [Primenenie razlichnyh algoritmov vybora peremennyh dlja postroenija linejnoj regressionnoj modeli v psihologicheskih issledovanijah v oblasti chelovecheskogo faktora]. Problems of flight operations and flight safety: university thematic collection of scientific works. Iss. VIII. St.Petersburg, SPbGU GA, 2014, pp. 146-152. 17. Kaimakova, E. M. Possible algorithms for selecting variables for construction of mathematical models used in research in the field of human factor [Vozmozhnye algoritmy vybora peremennyh dlja postroenija matematicheskih modelej, primenjaemyh v issledovanijah v oblast i chelovecheskogo faktora]. Vestnik S.- Pe terburgskogo gosudar s tvennogo universi t eta grazhdanskoj aviacii, 2015, Iss. 1, pp. 77-84. 18. Gulenko, V. V. What kind of relations Jung would build (intertype conditions of stability in the dyad) [Kakie otnoshenija postroil by Jung (uslovija intertipnoj ustojchivo s t i v diade)]. Socionika, psihologija i mezhlichnostnye otnoshenija, 1998, July, pp. 45-52. 19. Zadeh L. A. Fuzzy sets as a basis for a theory of possibility. Fuzzy sets and Systems, 1978, Iss. 1, pp. 3-28. 20. Etkind, M. Color test of relations and its application in the study of patients with neuroses [Cvetovoj test otnoshenij i ego primenenie v issledovanii bol’nyh nevrozami]. Socio-psychological research in psychoneurology: collection of scientific works. SRI of psychoneurology n. a. V. M. Bekherev, Leningrad, 1980, pp. 110-114. 21. Ananiev, R. V., Gostev, A. A., Lyakh, M. A., Matsur, A. Yu. Estimation of efficiency of interaction in the two-member crew [Ocenka effektivnosti vzaimodejstvija v dvuhchlennom ekipazhe]. Vestnik S.- Pe terburgskogo gosudar s tvennogo universi t eta grazhdanskoj aviacii, 2015, Iss. 2, pp. 19-30. 22. Vlasov, E. V. Use of application software in the process of training of aviation personnel [Primenenie prikladnogo programmnogo obespechenija v processe podgotovki aviacionnogo personala]. Problems of flight operations and flight safety: university collection of scientific works. Iss. VI, St. Petersburg State University of Civil Aviation. St. Petersburg, 2012, pp. 182-188. 23. Arinicheva, O. V., Malishevsky, A. V. Psychodiagnostics -one of crew resource management tools [Psihodiagnostika - odin iz instrumentov upravlenija resursami ekipazha vozdushnogo sudna]. Nauchnyj vestnik Moskovskogo gosudarstvennogo tehnicheskogo universiteta grazhdanskoj aviacii, 2014, Iss. 1, pp. 117-124. 24. Malishevsky, A. V., Arinicheva, O. V., Brovkin P. E. [et al]. Evaluation of efficiency of interaction in pairs of pilots [Ocenka effektivnosti vzaimodejstvija v parah pilotov]. Vestnik S.-Peterburgskogo gosudarstvennogo universiteta grazhdanskoj aviacii, 2013, Iss. 1, pp. 5-12. 25. Vlasov, E. V. Analysis of methodological problems of special software, used in training on CRM program [Analiz metodicheskih problem special’nogo programmnogo obespechenija, primenjaemogo pri podgotovke po programme CRM]. Vestnik S.-Peterburgskogo gosudarstvennogo universiteta grazhdanskoj aviacii, 2015, Iss. 1, pp. 27-34.

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Inmaculada Hernández García, María Lema Tomé, Pilar Cabrerizo Torrente, Estefanía Chamorro García, Ana Isabel Galve Marqués, and Susana Gago Quiroga. "CRM en una Unidad de Cuidados Intensivos: Mejorando la seguridad en el paciente crítico." Revista Electrónica AnestesiaR 10, no. 12 (January 2, 2019): 6. http://dx.doi.org/10.30445/rear.v10i12.662.

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El factor humano contribuye en la mayoría de los eventos adversos que suceden tanto en aviación como en nuestro entorno médico. El conocimiento y entrenamiento del factor humano es lo que se conoce como CRM (“Recursos para el manejo de las crisis”). El objetivo de este estudio fue determinar si la implementación del CRM en una Unidad de Cuidados Intensivos conlleva algún impacto en el desenlace del paciente crítico. ABSTRACT CRM in intensive care unit: improving critical patient safety. Human factors account for the majority of adverse events in both aviation and medicine. Human factors awareness training entitled “Crew Resource Management (CRM)” is associated with improved aviation safety. We determined whether implementation of CRM impacts outcome in critically ill patients.

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Moffatt-Bruce, Susan D., Jennifer L. Hefner, Hagop Mekhjian, John S. McAlearney, Tina Latimer, RN, MS, Chris Ellison, and Ann Scheck McAlearney. "Republished: What Is the Return on Investment for Implementation of a Crew Resource Management Program at an Academic Medical Center?" American Journal of Medical Quality 34, no. 5 (September 2019): 502–8. http://dx.doi.org/10.1177/1062860619873226.

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Crew Resource Management (CRM) training has been used successfully within hospital units to improve quality and safety. This article presents a description of a health system-wide implementation of CRM focusing on the return on investment (ROI). The costs included training, programmatic fixed costs, time away from work, and leadership time. Cost savings were calculated based on the reduction in avoidable adverse events and cost estimates from the literature. Between July 2010 and July 2013, roughly 3000 health system employees across 12 areas were trained, costing $3.6 million. The total number of adverse events avoided was 735—a 25.7% reduction in observed relative to expected events. Savings ranged from a conservative estimate of $12.6 million to as much as $28.0 million. Therefore, the overall ROI for CRM training was in the range of $9.1 to $24.4 million. CRM presents a financially viable way to systematically organize for quality improvement.

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Bennett, Simon A. "Lock and Load? Explaining Different Policies for Delivering Safety and Security in the Air." International Journal of Mass Emergencies & Disasters 20, no. 2 (August 2002): 141–69. http://dx.doi.org/10.1177/028072700202000206.

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The September 11 attacks on the World Trade Center and Pentagon generated significant social, economic, and political perturbations. The airline industry has been affected directly, with passenger numbers down and some airlines such as Midway in the United States and Sabena in Europe ceasing to exist. In an effort to restore confidence, the airlines, regulatory agencies, and governments on both sides of the Atlantic introduced “emergency” measures to increase public confidence in security. While cockpit incursion poses a risk to air safety (although it is not a novel phenomenon) other factors may also compromise safety (such as crew fatigue, flawed design, careless maintenance, and poor intra-crew communication and coordination [Bennett 2001a]). Both the United States (U.S.) and the United Kingdom (U.K.) have done much work on improving this latter safety-related aspect of commercial air operations. Out of this work has emerged the discipline of cockpit or crew resource management (CRM). (Different nomenclatures may be used.) One of the preconditions for effective CRM is ease of access between the flight deck and cabin. In the U.K., the British Air Line Pilots ‘Association (BALPA) has voiced concern over the impact that locked and barred cockpit doors and new communication protocols will have on CRM. This has not been a major public concern of America's Air Line Pilots ‘Association (ALPA). This paper uses Kasperson's theory of risk amplification and Sprent's observations on risk attenuation to understand(a) how two organizations working in the same industry and representing the same grade of worker could generate different risk perceptions and (b) how the major pilots’ union of the country that did much of the early work on CRM (the United States) could de-emphasize it in post-September 11 debates on crew and passenger safety.

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Zeltser, Marina V., and David B. Nash. "Republished: Approaching the Evidence Basis for Aviation-Derived Teamwork Training in Medicine." American Journal of Medical Quality 34, no. 5 (September 2019): 455–64. http://dx.doi.org/10.1177/1062860619873215.

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The Institute of Medicine has suggested that training in team behavior, leadership, communication, and other human factors could reduce medical errors and improve patient safety. Training on such topics has been adapted from teamwork training programs used in military and commercial aviation, called crew resource management (CRM). The principles behind CRM programs have been deployed in a number of clinical settings over the past 2 decades, and there are now several CRM vendors. Little is known about this nascent industry, and the emerging research supporting CRM programs lacks standardization and conclusive evidence. The objectives of this study were to report on the body of empirical data about CRM training in clinical settings and to provide a conceptual framework for evaluating its effectiveness in medicine. Using the proposed conceptual framework, the authors further examine currently published methods of measuring effectiveness and identify future directions for the use of teamwork training in medicine.

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Morey, John C., and Mary Salisbury. "Introducing Teamwork Training into Healthcare Organizations: Implementation Issues and Solutions." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 46, no. 25 (September 2002): 2069–73. http://dx.doi.org/10.1177/154193120204602516.

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This practitioner paper describes a variety of training development, assessment, and implementation issues and solutions that emerged from our research to develop behavior-based teamwork training for healthcare providers. These lessons-learned are based on our experiences in adapting aviation crew resource management (CRM) training for healthcare providers in the specialty areas of emergency care and labor and delivery. The discussion covers (a) issues surrounding training content and delivery, (b) methodological issues in conducting training evaluations, and (c) institutional characteristics, cultural change, and sustaining the behavioral intervention.

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Man, Adeline P. N., Carmen K. M. Lam, Benny C. P. Cheng, Kam-Shing Tang, and Pui-Fun Tang. "Impact of Locally Adopted Simulation-Based Crew Resource Management Training on Patient Safety Culture: Comparison Between Operating Room Personnel and General Health Care Populations Pre and Post Course." American Journal of Medical Quality 35, no. 1 (January 28, 2019): 79–88. http://dx.doi.org/10.1177/1062860618824863.

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Crew resource management (CRM) was introduced to enhance patient safety and reduce medical errors through multidisciplinary learning experience. This study investigates the impact of locally adopted simulation-based CRM training on participants’ perceptions and knowledge. A 32-item web-based questionnaire was administered pre course, 1 month, and 1 year post course to assess changes in perceptions and knowledge. Another 12-item paper-based questionnaire was administered immediately post course to assess reactions. Among 712 participants analyzed, 165 were operating room staff. The majority agreed that the training is useful and relevant in daily practice. All participants showed significant improvements in perception and knowledge 1 month post course; however, these improvements declined 1 year post course. The CRM course is associated with satisfactory reaction (Kirkpatrick level 1) and improvement in attitude and knowledge (level 2) toward patient safety. However, the effect may be short-lived and regular refresher courses should be mandatory to sustain momentum of ongoing change.

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Mempin, Roberto L., Wendy M. Simon, Jason D. Napolitano, Rachel P. Brook, Owen L. Hall, Sitaram Vangala, and Edward S. Lee. "Comparing the effectiveness of a hybrid simulation/lecture session versus simulation alone in teaching crew resource management (CRM) skills: a randomised controlled trial." BMJ Simulation and Technology Enhanced Learning 5, no. 4 (October 25, 2018): 198–203. http://dx.doi.org/10.1136/bmjstel-2018-000354.

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IntroductionVarious methods have been used to teach crew resource management (CRM) skills, including high-fidelity patient simulation. It is unclear whether a didactic lecture added on to a simulation-based curriculum can augment a learner’s education.MethodsUsing an already existing simulation-based curriculum for interdisciplinary teams composed of both residents and nurses, teams were randomised to an intervention or control arm. The intervention arm had a 10 min didactic lecture after the first of three simulation scenarios, while the control arm did all three simulation scenarios without any didactic component. The CRM skills of teams were then scored, and improvement was compared between the two arms using general estimating equations.ResultsThe differences in mean teamwork scores between the intervention and control arms in scenarios 2 and 3 were not statistically significant. Mean scores in the intervention arm were lower than in the control arm (−0.57, p=0.78 for scenario 2; −3.12, p=0.13 for scenario 3), and the increase in scores from scenario 2 to 3 was lower in the intervention arm than in the control arm (difference in differences: −2.55, p=0.73).ConclusionsAdding a didactic lecture to a simulation-based curriculum geared at teaching CRM skills to interdisciplinary teams did not lead to significantly improved teamwork.

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Griffioen, Jaco, Monique van der Drift, and Hans van den Broek. "Enhancing Maritime Crew Resource Management Training by Applying Resilience Engineering: A Case Study of the Bachelor Maritime Officer Training Programme in Rotterdam." Education Sciences 11, no. 8 (July 23, 2021): 378. http://dx.doi.org/10.3390/educsci11080378.

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This paper sets out to enhance current Maritime Crew Resource Management (MCRM) training, and with that to improve the training of technical and non-technical skills given to bachelor maritime officers. The rationale for CRM training is improving safety performance by reducing accidents caused by human error. The central notion of CRM training is that applying good resource management principles during day-to-day operations will lead to a beneficial change in attitudes and behaviour regarding safety. This article therefore indicates that enhanced MCRM should play a more structural role in the training of student officers. However, the key question is: what are the required changes in attitude and behaviour that will create sufficient adaptability to improve safety performance? To provide an answer, we introduce the Resilience Engineering (RE) theory. From an RE point of view, we elaborate on the relation between team adaptability and safety performance, operationalized as a competence profile. In addition, a case study of the ‘Rotterdam Approach’ will be presented, in which the MCRM training design has been enhanced with RE, with the objective to train team adaptability skills for improved safety performance.

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von Rüden, Christian, Andre Ewers, Andreas Brand, Sven Hungerer, Christoph J. Erichsen, Philipp Dahlmann, and Daniel Werner. "The Influence of Human Factors Training in Air Rescue Service on Patient Safety in Hospitals: Results of an Online Survey." Medicines 10, no. 1 (December 22, 2022): 2. http://dx.doi.org/10.3390/medicines10010002.

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Background: Air rescue crew members work equally in aviation and medicine, and thus occupy an important interface between the two work environments of aviation and medicine. The aim of this study was to obtain responses from participants to a validated online-based questionnaire regarding whether hospitals may benefit from the commitment of a medical hospital staff which is also professionally involved in the aviation system as emergency physicians and Helicopter Emergency Medical Services Technical Crew Members (HEMS TC). Furthermore, it focused on the question of whether the skills acquired through Crew Resource Management (CRM) training in the air rescue service might also be used in the ground-based rescue service and, if so, whether they may have a positive effect. Methods: Medical air rescue staff of 37 German air rescue stations was included. Between 27 November 2020 and 03 March 2021, 253 out of 621 employees (response rate: 40.7%) participated voluntarily in a validated anonymized online survey. A quantitative test procedure was performed using the modified questionnaire on teamwork and patient safety (German version). Results: The examination and interpretation of the internal consistency (Cronbach’s alpha) resulted in the following reliabilities: Factor I (Cooperation): α = 0.707 (good); Factor II (Human factors): α = 0.853 (very good); Factor III (Communication): α = 0.657 (acceptable); and Factor IV (Safety): α = 0.620 (acceptable). Factor analysis explained 53.1% of the variance. Conclusions: The medical clinicians participating in this online survey believed that the skills they learned in human factors training such as CRM are helpful in their daily routine work in hospitals or other medical facilities, as well as in their ground-based rescue service activities. These findings may result in the recommendation to make CRM available on a regular to the medical staff in all medical facilities and also to ground-based rescue service staff aiming to increase patient safety and employee satisfaction.

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Law, J. Randolph, and Terry J. McFadden. "Training and Evaluating Team Process Skills in the Commercial Aviation Environment." Proceedings of the Human Factors Society Annual Meeting 36, no. 17 (October 1992): 1346–50. http://dx.doi.org/10.1518/107118192786749441.

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The majority of aviation incidents and accidents are attributable to human error (Billings & Reynard, 1984). Most of these human errors involve the ineffective use of team process factors, which are often referred to as Crew Resource Management (CRM) skills in the commercial aviation literature (Helmreich & Foushee, in press). In addition to these applied concerns, a revised version of McGrath's (1964) theory of group performance (Foushee & Helmreich, 1988) suggests that one must analyze the process (i.e., team process) by which a group's inputs (e.g., personality, attitudes) are transformed into group outcomes (e.g., task performance, mission safety) in order to understand how a task-oriented group functions. Therefore, team process attracts theoretical as well as practical interest. The NASA/UT/FAA Line/LOS Checklist (LLC: Helmreich, Wilhelm, Kello, Taggart, & Butler 1991) is one measure of team process that has proven useful in assessing CRM skills in training and in actual Line operations. This paper briefly reviews concepts in team process and summarizes the LLC research findings pertaining to the use of CRM skills in commercial aviation.

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Journal articles on the topic 'Crew Resource Management (CRM)'

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