Introduction to Crew Resource Management — Page 342, Lesson 562

I want to walk you through the core behavioural markers that define effective Crew Resource Management — the non-technical skills that turn a collection of qualified individuals into a coordinated, safe flight crew. This list comes from the introduction to CRM, and it breaks down into five key categories. Let's take them one at a time. First, Inquiry, Advocacy and Assertiveness. This is about the obligation every crew member has to speak up. The key phrase is that crew members speak up with appropriate persistence until there is some resolution — you don't just mention a concern once and drop it if ignored. Everyone is encouraged to state recommendations. Each person actively seeks information, asks questions, and tests assumptions. And importantly, this includes questioning the flight automation itself to verify the situation — you don't assume the autopilot or flight director is doing what you think it's doing; you check. Next, Feedback — also called Crew Self-critique. The crew provides information to "self-correct" — that is, to adjust their own performance as a team. Feedback is given at appropriate times, not during critical phases of flight. It covers both positive and negative performance — you reinforce what went well and address what didn't. The key discipline: feedback is given tactfully and accepted non-defensively. Blame is avoided entirely. The focus is on what is right, not who is right. Third, Communications/Decisions. Participation in the decision-making process is encouraged — the captain doesn't simply announce decisions. "Bottom lines" are established — that means clear limits or go/no-go criteria are set in advance. The big picture is shared with all, including cabin crew and others — everyone knows the plan and the constraints. And decisions are clearly stated and acknowledged — no ambiguity about who is doing what. Fourth, Leadership/Followership/Tasks. This is about the balance between authority and assertiveness — the captain has authority but must not suppress input from others. The climate is appropriate to the situation — for example, social conversation during low workload is fine, but not during high workload or in the sterile cockpit below 10,000 feet. The leader acts decisively when the situation requires it. There is a demonstrated desire for the most effective operation, not just the easiest. All available resources are used — human, procedural, and technical. And the crew recognises the demands imposed by automation — automation doesn't reduce the need for vigilance; it changes the nature of the work. Fifth, Interpersonal Relations/Climate. The tone of the flight deck is friendly, relaxed, and supportive — not tense or hostile. Crew members adapt to each other's personalities — you don't treat everyone the same way; you adjust your communication style. And critically, each person recognises the effects of stress, fatigue, and overload — both in themselves and in others. Finally, Preparations/Plans/Vigilance. The crew "stays ahead of the aircraft" — that classic aviation phrase meaning you're thinking about what's coming next, not reacting to what just happened. You monitor developments: weather, ATC instructions, time, fuel, and so on, and you anticipate required action. You maintain situational awareness — you know where you are, what's happening, and what's likely to happen next. That "model" of what is happening is shared with the crew — everyone has the same picture. The cockpit and cabin crew are made aware of plans. Conflicts, doubts, and warnings are resolved quickly — you don't let them fester. And time is allowed to programme the automatic systems — you don't rush through an FMS entry under pressure; you take the time to do it right. These five categories — Inquiry/Advocacy/Assertiveness, Feedback, Communications/Decisions, Leadership/Followership/Tasks, Interpersonal Relations/Climate, and Preparations/Plans/Vigilance — form the behavioural backbone of CRM. They're not personality traits; they're observable, trainable behaviours that every crew member is expected to demonstrate.