Introduction to Crew Resource Management — Page 342, Lesson 560

I want to walk you through the introduction to Crew Resource Management, starting with a concept that many people find surprisingly difficult: feedback. Feedback is defined as "useful information provided for improvement of performance or correction of error." That's the exact definition I want you to remember. Notice it has two purposes: to help you improve how you're doing, and to correct a mistake you've made. Feedback isn't just something that happens during your initial pilot training—it continues throughout your entire aviation career. I'd also like you to recognise it as a useful life skill, something that applies well beyond the cockpit. However, here's the human reality: people often shy away from giving feedback and feel uncomfortable receiving it. Like many other human factors topics, giving and receiving feedback well is a skill that requires thought and practice. It doesn't come naturally to most of us. Let me break down the considerations for when you are the one giving feedback. Think of it as four key questions: why, what, how, and when. First, why are you giving it? Ensure that your purpose is to encourage change and develop the other person—not to vent your own frustration. That distinction is critical. Second, what are you going to discuss? Check the facts first. Confirm your interpretation or perception of the events before you speak. Don't rely on memory or assumption. Third, how are you going to deal with the issues to be raised? Ensure that you focus on the issues and not the individual. Look for, and encourage, open but directed discussion. You want a conversation, not a lecture. Fourth, when is the most appropriate time? A quiet moment after the flight is sure to be better than when you are working hard in the air. Timing is everything. Now, what about when you are on the receiving end of feedback? Three points here. First, listen carefully and check your understanding of the problem. Don't assume you know what they mean before they finish. Second, try not to be defensive. Everyone has room to learn. Work hard to remain in what is called the "Adult Mode"—focus on the issues, because you may learn something. That phrase "Adult Mode" refers to a mature, rational, non-emotional state of mind where you can process information objectively. Third, acknowledge the giver's effort. It may have been a difficult decision for them to come forward and instigate the discussion. Recognising that shows respect and encourages future honest feedback. Moving on to teamwork. Crew Resource Management, or CRM, aims to improve teamwork through improving human factors skills in all areas. The NASA Team Skills, which I'll cover on the next pages, are particularly related to the multi-crew flight deck environment. They are used by British Airways in debriefing CRM aspects of LOFT—that stands for Line-Oriented Flight Training—and simulator exercises. I want you to use your time to improve your CRM skills, reap the benefits of improved learning, and remember that CRM is fundamentally about flight safety. Let's look at the first of those team skills: Briefing. A good briefing sets an open tone and calls for questions. It uses a team concept—notice the word "we"—which encourages participation. It covers valid safety and operational issues. It includes cabin crew in the team. It states how SOP deviations will be handled—SOP meaning Standard Operating Procedures. And it addresses crew roles and the division of labour. Finally, it sets automation guidelines, specifying the duties of the PF, the Pilot Flying, and the PNF, the Pilot Not Flying.