Muutke küpsiste eelistusi

Crew Resource Management Training: A Competence-based Approach for Airline Pilots [Kõva köide]

(Cathay Pacific Airways, Hong Kong, China)
  • Formaat: Hardback, 303 pages, kõrgus x laius: 234x156 mm, kaal: 453 g, 41 Line drawings, black and white; 41 Illustrations, black and white
  • Ilmumisaeg: 06-May-2021
  • Kirjastus: CRC Press
  • ISBN-10: 0367687313
  • ISBN-13: 9780367687311
Teised raamatud teemal:
Crew Resource Management Training: A Competence-based Approach for Airline PilotsSuurem pilt
  • Formaat: Hardback, 303 pages, kõrgus x laius: 234x156 mm, kaal: 453 g, 41 Line drawings, black and white; 41 Illustrations, black and white
  • Ilmumisaeg: 06-May-2021
  • Kirjastus: CRC Press
  • ISBN-10: 0367687313
  • ISBN-13: 9780367687311
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780367687311.html
Märksõnad:
"The book provides a data-driven approach to real-world CRM applicable to commercial pilot performance. It addresses the shift to a systems-based resilience thinking that aims to understand how worker performance provides a buffer against failure. This book will be the first to bring these ideas together. Taking a competence-based approach offers a more coherent, relevant approach to CRM. The book presents relevant, real world examples of the concepts and outlines a change in thinking around pilot performance and interpretation of data that is overdue. Airlines, pilots, and aviation industry professionals will benefit from the insights into organizational design and alternative approaches to training"--

The book provides a data-driven approach to real-world crew resource management (CRM) applicable to commercial pilot performance. It addresses the shift to a systems-based resilience thinking that aims to understand how worker performance provides a buffer against failure. This book will be the first to bring these ideas together.

Taking a competence-based approach offers a more coherent, relevant approach to CRM. The book presents relevant, real-world examples of the concepts and outlines a change in thinking around pilot performance and data interpretation that is overdue.

Airlines, pilots and aviation industry professionals will benefit from the insights into organisational design and alternative approaches to training.

FEATURES

  • Approaches CRM from a competence-based perspective

  • Uses a systems model to bring coherence to CRM

  • Includes a chapter on using blended learning and virtual reality to deliver CRM

  • Features research on work/life balance, morale, pilot fatigue and link to error

  • Operationalises ‘resilience engineering’ in a crew context

Preface xi
Acknowledgements xiii
Author xv
List of Abbreviations
xvii
Introduction xix
Chapter 1 Why A `Competence-Based' Approach To Crew Resource Management Training?
1(22)
1.1 Introduction
1(1)
1.2 A Short History of CRM
2(3)
1.3 What Does Expertise Look Like?
5(5)
1.4 Developing Expertise
10(3)
1.5 Developing Training Interventions
13(2)
1.6 Instructional Design vs Competency-based Training
15(4)
1.7 Understanding `Success'
19(2)
1.8 Conclusion
21(1)
References
21(2)
Chapter 2 Thinking About Failure
23(20)
2.1 Introduction
23(2)
2.2 What Is Safety?
25(1)
2.3 The Building Blocks of Safety Thinking
25(4)
2.4 The Pelee Island Crash
29(2)
2.5 Linear Models of Accident Causation
31(3)
2.6 Normal Accident Theory (NAT) and High Reliability Organisations
34(3)
2.7 Organisational Error
37(2)
2.8 Why Historical Models Are Problematic
39(1)
2.9 Conclusion
40(1)
References
41(2)
Chapter 3 A Systems Model Of Aviation
43(24)
3.1 Introduction
43(1)
3.2 Systems Thinking and Safety
43(3)
3.3 The Structure of the Aviation System - Aviation as Hierarchical Decision-Making
46(1)
3.4 Behaviour within a System
47(2)
3.5 Pelee Island as a System
49(2)
3.6 Exploring Structural Elements of a Resilient System
51(5)
3.7 Systems and Scale Effects
56(6)
3.8 Systems, Drift and the Distortion of Buffering
62(3)
3.9 Conclusion
65(1)
References
66(1)
Chapter 4 On Being Human -- Frailties, Vulnerabilities And Their Effect On Performance
67(34)
4.1 Introduction
67(1)
4.2 `Personality' -- How Evolution Shapes Behaviour
68(4)
4.3 Stress as a Biological Process
72(2)
4.4 Stress, Fear and `Startle'
74(1)
4.5 Sleep and Fatigue
75(1)
4.6 What Is Sleep?
76(1)
4.7 Acute Fatigue in Pilots
77(2)
4.8 Acclimatisation and Night Flying
79(1)
4.9 Chronic Fatigue in Airline Pilots
80(2)
4.10 Recuperation
82(1)
4.11 Anxiety and Psychological Fatigue!
83(6)
4.12 Fatigue Mitigation
89(1)
4.13 Fatigue and Pilot Health
90(2)
4.14 Fatigue and Safety -- Cause or Risk Factor?
92(4)
4.15 Conclusion
96(1)
References
96(5)
Chapter 5 Doing Normal Work -- Processes At Level 1
101(30)
5.1 Introduction
101(1)
5.2 Work as Thought
102(2)
5.3 Goals, Boundaries and Margins -- The Structure of Tasks
104(3)
5.4 Buffering and Efficacy -- The Management of Goal States
107(1)
5.5 Goal States and Resilience
108(1)
5.6 Human Information Processing
109(3)
5.7 Situational Awareness, Distributed Cognition and Sense-Making
112(2)
5.8 Performance as Approximation
114(3)
5.9 Acting in an Under-specified World
117(2)
5.10 Decision-Making as Task Management
119(3)
5.11 Decision-Making and Goal State Modification
122(2)
5.12 The Special Case of Problem-Solving
124(3)
5.13 Safety Drift at the Individual Level -- Behavioural Templates
127(1)
5.14 Conclusion -- Working at Level 1
127(2)
References
129(2)
Chapter 6 Error As Performance Feedback
131(24)
6.1 Introduction
131(1)
6.2 The Helios B-737 Crash Near Athens, 2005
132(1)
6.3 What Is an `Error'?
132(2)
6.4 Slips -- Executing Trained Behaviour Patterns
134(1)
6.5 Lapses -- Forgetting as a part of work
135(3)
6.6 Mistakes -- The Failure of Rules
138(2)
6.7 Bringing Knowledge into Play
140(3)
6.8 Sense-making, Rule-based and Knowledge-based Action
143(1)
6.9 Performance under Normal Circumstances
144(1)
6.10 Factors That Shape Performance
145(1)
6.11 Variability
146(2)
6.12 Keeping Control
148(1)
6.13 `Wrong Work' and Violations as Improvisations
149(2)
6.14 Performance Approaching the Boundary
151(3)
6.15 Conclusion: Errors as Signals of System Behaviour
154(1)
References
154(1)
Chapter 7 Acting In The Public Domain -- Collaboration To Achieve Operational Goals
155(26)
7.1 Introduction
155(1)
7.2 Collaboration in a Systems Context
156(1)
7.3 Collaboration as Shared Decision-Making
157(4)
7.4 Collaboration in Normal Work
161(1)
7.5 Engagement as a Transitory State
162(3)
7.6 Control in Work Groups -- Monitoring as Collaborative Task Management
165(6)
7.7 Within-Group Social Dynamics
171(1)
7.8 Leadership -- A Special Case in Self-directed Teams?
172(4)
7.9 Culture
176(1)
7.10 Conflict Resolution
177(1)
7.11 Behaviour between Groups
177(1)
7.12 Conclusion
178(1)
References
178(3)
Chapter 8 Communication
181(26)
8.1 Introduction
181(1)
8.2 The Evolution of Communication
181(1)
8.3 San Juan, Puerto Rico
182(1)
8.4 What Is `Communication'?
183(1)
8.5 Communication in an Aviation Context -- What It Does?
184(2)
8.6 How Speech Works?
186(2)
8.7 A Functional Model of Communication
188(1)
8.8 Exploring Communication Dynamics: Control and Verification
189(1)
8.9 Communication, Option Selection and Decision-Making
190(1)
8.10 Creating Future Plans: Shared Understanding
191(1)
8.11 Social Chat
192(1)
8.12 What `Normal' Communication Looks Like?
193(2)
8.13 Communication in a Systems Model
195(1)
8.13 Distributed Communication
196(2)
8.14 Communication as Information Propagation across a Network
198(2)
8.15 Communication as Hierarchical Control
200(3)
8.16 Communication, Safety Drift and Scale Law at a Systems Level
203(1)
8.17 Conclusion
204(1)
References
204(3)
Chapter 9 Organisational Factors -- Level 3
207(24)
9.1 Introduction
207(1)
9.2 What Is an Airline?
208(1)
9.3 How Things Get Done in Aviation
209(3)
9.4 Fundamental Challenges at the Heart of Organisations
212(2)
9.5 Management Control and Worker Responses
214(1)
9.6 Control, Management Legitimacy or Chaos and Abuse?
215(2)
9.7 Demand and Overwork -- Employee Sickness/Absence as Resistance
217(4)
9.8 Delegating Control: Challenges to Autonomy -- Why Fuel Efficiency Measures Are Resisted
221(3)
9.9 Striving for Efficiency: Contradictions in Employee Involvement -- Why Safety Reporting Fails
224(3)
9.10 Do Organisations Learn?
227(1)
9.11 How Level 3 Works
228(1)
9.12 Conclusion
229(1)
References
229(2)
Chapter 10 Facilitating Aviation -- Decision-Making At Level 4
231(24)
10.1 Introduction
231(1)
10.2 The Nature of Regulation
232(1)
10.3 Regulation as Hierarchical Control
233(2)
10.4 Regulatory Failure
235(1)
10.5 Change Management and Regulatory Failure
236(3)
10.6 Failure, Capture and Crisis -- Regulators, Aircraft Manufacturers and the Construction of Safety
239(4)
10.7 Investigation as Feedback
243(1)
10.8 The Pel Air Westwind Ditching
244(1)
10.9 The Fallout
245(3)
10.10 Postscript to Pel Air
248(2)
10.11 Regulation, Investigation, Control and Feedback
250(1)
10.12 Conclusion
251(1)
References
252(3)
Chapter 11 Training For Competence
255(30)
11.1 Introduction
255(1)
11.2 The Training Problem
255(1)
11.3 Assessment Frameworks and `Competence'
256(3)
11.4 A Systems View of Competence
259(6)
11.4.1 Competence as `Normal Work'
261(1)
11.4.2 Competence as Management of Anomalies -- Performance in Transitional States
262(2)
11.4.3 Competence in a Crisis -- Performance at the Boundary
264(1)
11.4.4 An Outline Competence Model
265(1)
11.5 Non-Training Interventions
265(8)
11.6 Are Stress and Fatigue a Special Case?
273(1)
11.7 Developing Training Interventions
274(6)
11.8 Mapping Competencies onto Training Methods
280(2)
11.9 Conclusion
282(1)
References
283(2)
Chapter 12 Assessment Of Performance
285(16)
12.1 Introduction
285(1)
12.2 Why Assess?
285(1)
12.3 What to Assess?
286(2)
12.4 Assigning a Value to the Performance
288(3)
12.5 Assessors as Sources of Bias
291(1)
12.6 Establishing Reliability and Validity
292(3)
12.7 Training Assessors
295(2)
12.8 Conducting the Assessment
297(2)
12.9 Conclusion
299(1)
References
300(1)
Index 301
Norman MacLeod has been involved in different aspects of training design and delivery in aviation since 1977. He has designed, delivered and trained trainers in the field of CRM since 1989. He has worked in all types of aviation, including rotary wing, business jets, low-cost carriers and legacy airlines. Most recently, he was the Human Factors Manager for Cathay Pacific Airways in Hong Kong. He has spoken at numerous conferences and published articles in CAT Journal.