CRM SITUATIONAL AWARENESS

1
CRMSITUATIONAL AWARENESS

• Define Situational Awareness
• - When perception matches reality you are
  Situationally Aware
• -- Knowing whats going on around you
  
• Identify Indicators Of High Sa
• - Precision in... Communication
• - Coordinated crew effort
• - Alert and positive attitude
• - Perception is close to reality

2
CRMSITUATIONAL AWARENESS

• Identify Indicators Of Lost Sa
• - Radio/Comm Degradation..AmbiguityViolating
  Minimums
• - Fixation/Preoccupation..Unresolved Discrepancy
• - ConfusionDeparture from SOPsNo one flying the
  aircraft
• - Use of undocumented procedureNo one looking
  outside
• - Failure to meet target
• GET FAMILIAR WITH THE PLOT DONT BE A SLAVE
• TO THE SCRIPT!

3
CRMSITUATIONAL AWARENESS

• --Recall Tools to REGAIN SA (or maintain)
• - Define Roles
• -- Outline duties -- Delegate and clarify
  responsibilities
• - Manage Distractions
• --Prioritize distractors --Follow whats
  briefed
• --Adhere to SOPs
• - Reduce Overload
• -- Know your limits -- Request help or
  delegate
• - Test Assumptions
• -- Take nothing for granted
• -- Double check data -- Question
  hunches
• - Intervene--Ask assertive questions --Stay alert

4
CRMSITUATIONAL AWARENESS

• Recall Tools to Reestablish Equilibrium (when
  SA is lost).
• - Get away from dirt rocks trees and metal
  (climb / breakaway)
• - Stabilize the aircraft --Roll out Stabilize
  heading airspeed and altitude.
• - Buy time -- Climb to safe altitude put on
  autopilot.
• -- Delay the maneuver (refuel formation
  etc.) --Enter holding
• - Seek information (re-erect your gyros)
• -- Ask question of the crew wingman ATC
• -- Resolve conflicts and get every one on the
  same sheet of music
• - Learn from experience
• --Avoid doing the same mistake

5
CRMGROUP DYNAMICS

• LEADERSHIP / FOLLOWERSHIP
• - AUTHORITY SOURCES
• Regulation
• MAJCOM
• Certification
• Delegated

6
CRMGROUP DYNAMICS

• LEADERSHIP / FOLLOWERSHIP
• Identify Traits and elements of good
  leadership...
• - DESIRABLE TRAITS (11)
• Team builder / Assimilator / Motivator/
  Prioritizer / Planner / Delegator
• (TAMPPD)
• Communicator / Competent / Critique /Sound
  judgement / Skill
• (intervenes) (knows)
  (SA) (mind body)
• (CCCSS)

7
CRMGROUP DYNAMICS

• LEADERSHIP / FOLLOWERSHIP
• Identify Traits and elements of good
  leadership
• - SIX ELEMENTS OF LEADERSHIP (AIRMIC)
• Advocate (salesman)
• Inquire (gathers data)
• Resolve conflict (arbitrator/judge)
  
• Makes decisions (coach)
• Initiate action (quarterback)
• Critique (dishes it and
  takes it)

8
CRMGROUP DYNAMICS

• LEADERSHIP / FOLLOWERSHIP
• Identify ...Traits of good followership
• - DESIRABLE TRAITS OF FOLLOWERS (CCCSS)
• COMMUNICATOR (intervenes)
• COMPETENT (knows)
• CRITIQUE
• SOUND JUDGEMENT (SA)
• SKILL (mind body)

9
CRMGROUP DYNAMICS

• LEADERSHIP / FOLLOWERSHIP
• Distinguish Four roles of leadership/followershi
  p in team building
• Formal Leader (designated order rank
  tradition)
• Informal Leader (situation)
• Formal Follower (rest of crew)
• Informal Follower (deferring formal leader)

10
CRMGROUP DYNAMICS

• ASSERTIVENESS AND ADVOCACY
• Illustrate Three levels of assertiveness and
  advocacy
• -- INQUIRY (leading question / flyball)
  
  .
• -- FIVE PART ASSERTIVE STATEMENT
• ---Get attention
• ---State concern
• ---State situation
• ---Offer suggestions
• ---Get agreement
• -- STANDARD ASSERTIVE STATEMENT
• ---Adopted standard phrases used as Warning or
  heads up call (go around abort
• breakaway)

11
CRMGROUP DYNAMICS

• ASSERTIVENESS AND ADVOCACY
• Illustrate Three levels of assertiveness and
  advocacy
• -- Obligation to speak out in support of a
  different course of action
• Defend a position
• Support a position
• -- Taking a stand / position
• -- Incite inquiry
• -- Constructive skepticism
• -- Open minded
• WHATs right not WHOs right

12
CRMGROUP DYNAMICS

• Identify Four phases of conflict resolution
• 1. Participants share information (Discover where
  differences exist)
• 2. Commitment
  (agreement to make it work)
• 3. Stability and performance (execution)
• 4. Disruption
• --Cycle begins over
• --- External forces
• --- Change (the only constant)

13
CRMGROUP DYNAMICS

• Infer Examples of hazardous attitudes
• - Anti-authority
  Dont tell me what to do
• - Copilot Syndrome Hes must know what
  hes doing
• - Invulnerability It cant happen to
  me.
• - Get homeitis Lets go weve been gone too
  long we can make it
• - Id rather die than look bad No
  problem I can make it
• - Intimidation Ive got more time with the
  gear down that youve got
• 
  
  total time

14
CRMEFFECTIVE COMMUNICATION

• Relate Elements of Effective Communication (8)
• -- Clear / Concise / Timely
  (TACAN)
• -- Standard Terminology
  (Fixing to go Popeye)
• -- Advocate / State concern assertively
  (Dont panic)
• -- Acknowledge communication
  (Challenge and response)
• -- Provide Information
  (Dont play I have a secret)
• -- Repeat / Relate Information (read
  back or share with crew)
• -- Ask for clarification ( Do not smile and
  say fine thank you)
• -- Resolve problems constructively (Be
  tactful or diplomatic)

15
CRMEFFECTIVE COMMUNICATION

• Relate Effective communication elements and
  listening techniques to mission examples
• -- Good
• Active and not distorted
• -- Bad
• Planning while other talk
• Argue
• Detouring
• Tune out

16
CRMEFFECTIVE COMMUNICATION

• Differentiate Communication Barriers (5)
  (control / overcome)
• Most you can overcome
• --- External Loud talking / Engine noise /
  Static in headset
• --- Technical Equipment / Crew (players)
  listening to different
• frequencies
• --- Non-Verbal Rank / Gender / Emotions
• --- Information Overload / Limited time /
  Knowledge
• --- Interpersonal Style / Perceptions /
  Training / Experience /
• Distrust

17
CRMEFFECTIVE COMMUNICATION

• Relate Communication Miscues
• (Caused by breakdown in communication)
• --- Deviation from checklist
• --- Flight Deck vs. Mission crew (Do not
• communicate)
• --- Among Formation Aircraft
• --- Message misinterpretation (terminology)

18
CRMEFFECTIVE COMMUNICATION

• Identify Tools for maintaining effective
  communication (6)
• -- Situational Awareness
• Beware of quiet cockpit / Comm
  Deviations/Inquiry if in doubt /
• Cross monitor / Provide info in advance /
  Comm problem /
• Speak Up / Comm need for Action / Demo
  Awareness
• -- Leadership
  
  
• Ask for inputs / Discuss problems / Tell what
  to do /
• Inform on progress / Avenue for dissent
  (critique)/ Performance feedback

19
CRMEFFECTIVE COMMUNICATION

• Identify Tools for maintaining effective
  communication (6)
• -- Assertiveness
• Ask questions / Advocate course of action /
  State opinions /
• Confront Ambiguities
• -- Mission Planning
• Set tone for info free flow / Establish
  Communication contract /
• Critique plan / Identify Impact of changes /
  Define tasks /
• Explain Objectives / Question data

20
CRMEFFECTIVE COMMUNICATION

• Identify Tools for maintaining effective
  communication (6)
• -- Decision Making
• Cross checking / identify alternatives / data
  before decision /
• Anticipate consequences / Rationale for
  decisions
• -- Critical Phases
• Minimize calls / Set radios early / Repeat
  instructions /
• Use full call sign / Listen for checklist
  called out of order /
• Inquiry for Info / Use sterile cockpit
  rule

21
CRMWORKLOAD MANAGEMENT

• Overload
• -- Symptoms and reasons
• --- Stress / confusion / Channelization /
  Failure to prioritize /
• Anger / Negative transfer
• --- Too many bits of information for
  conscious and lack of
• prioritization or incomplete
  information for subconscious
• -- Recognition difficult to see in self easier
  to spot in others
• requires crew to watch each other

22
CRMWORKLOAD MANAGEMENT

• -- Identify tools appropriate to overcome
  overload
• --- Maintain Proficiency (can handle more)
• --- Prioritize Tasks (know whats important)
• --- Delegate (unload)
• --- Create Time (move from harm way)
• --- Verbalize breaks in routine (use
  collective memory)

23
CRMWORKLOAD MANAGEMENT

• Underload
• -- Fact of life in heavies / Complacency /
  Surprises
• -- Identify tolls to overcome underload/complacenc
  y
• --- Know task to perform (use idle time)
• --- Prioritize task
• --- Change task occasionally
• (cross check systems instruments
  turn cockpit lights up stay
• hydrated move around)

24
CRMWORKLOAD MANAGEMENT

• Management of Automation
• -- Automation is both a curse and a blessing
• -- Over reliance Sign of complacency /can
  increase boredom
• --- Identify tools to combat over reliance
• ---- Plan mission like if going fly manually
  (w/o
• automation)
  
• ---- Assume something will go wrong
  
• ---- Dont wait for computer to tell something
  is wrong
• ---- Keep manual skills sharp

25
CRMWORKLOAD MANAGEMENT

• -- Under use Can sneak on crew (VCR syndrome) /
• Complex system
• --- Identify tools to combat under use
• ---- Prioritize tasks
• ---- Delegate tasks to automated system
• ---- Know automated system (Practice complex
  operations)
• -- Maintain human control (only a tool / GIGO)

26
CRMWORKLOAD MANAGEMENT

• Use of available resources
• -- CRM is about using available resources
  effectively (getting job done)
• and efficiently (most output for least
  input)
• -- Identify resources available to manage
  workload
• --- Automated (computers
  GPS whiz wheelrule etc.)
• --- Written Technical Orders /
  Checklist / Regulations / FLIP /
• Civil
  Regulations
• --- Outside agencies ATC / Flight
  Service Stations / METRO /
• 
  Command Post (SOF)
• --- Crew Pilot / MCC / Flt
  Lead / CO / NAV / FE / Loadmaster

27
CRMWORKLOAD MANAGEMENT

• Identify Benefits of Checklist Discipline and
  Standard Operating
• Procedures (SOP)
• -- Different emphasis than fighter (brain
  jogger) in heavies (crew coord)
• -- Allows lots of info communicated quickly in
  very few words
• -- Allows crewmember to back each other
• -- Tools to improve checklist and SOP
  discipline
• --- Mental Attitude Its essential
  to accept it / embrace it
• --- Consistency Make them
  second nature / habit
• --- Knowledge Review and
  become familiar /
• 
  Revise uncommon procedures

28
CRMSTRESS AWARENESS AND MANAGEMENT

• - Relate performance descriptions on a
  Performance
• Curve to impact of stress in mission
  effectiveness (ME)
• -- Normal Zone - Performance increases
  proportionally to stress
• -- Max Performance Zone - Max performance
  (peak attentiveness)
• -- Distress Zone Performance deteriorates. /
  Sizable loss of ability(edge)

29
CRMSTRESS AWARENESS AND MANAGEMENT

• - Relate sources of stress (stressors) to
  potential effects on
• mission effectiveness
• -- Psychological Stressors (mind)
• --- Family / Finances / Living Environment
  / Evaluations /
• Job flight responsibility
• -- Physical Stressors (external)
• ---Long hours / Flights / Sustained
  operations
• (anywhere anytime) / Flight delays /
• Environment (wx temp noise) /
  Personal Injury

30
CRMSTRESS AWARENESS AND MANAGEMENT

• - Relate sources of stress (stressors) to
  potential effects on
• mission effectiveness (cont.)
• -- Physiological Stressors (internal)
• ---Alcohol (Drugs) / Lack of physical
  conditioning / Sleep loss /
• ---- Food
• ----- Upset physiological balance (spicy
  greasy raw)
• ----- Sleep inducing (turkey bananas ice
  cream) (tryptophan)
• ----- Stimulant producing (coffee chicken
  fish) (tyramine)

31
CRMSTRESS AWARENESS AND MANAGEMENT

• - Identify the physiological (meaning good)
  effects of stress and potential short term
  benefits of stress
• -- Fight or flight response
• --- Heightened awareness from adrenaline
• --- Increased rate of cognitive processing
• --- Increased physical and mental energy
• -- Temporary effects only

32
CRMSTRESS AWARENESS AND MANAGEMENT

• - Relate Performance Hazards (bad) of Stress
• (Distress zone / Symptoms that may
  indicate stress)
• -- Limited focus of concentration (Tunnel
  Vision)
• -- Confusion
• -- Slowed reaction
• -- Mental and physical fatigue
• -- Irritability
• -- Short attention span
• -- Impaired judgement

33
CRMSTRESS AWARENESS AND MANAGEMENT

• - Identify dangerous attitudes in coping with
  stress
• -- Anger
• -- Faulty performance
• -- Personality changes
• -- Passiveness
• -- Indecisiveness

34
CRMSTRESS AWARENESS AND MANAGEMENT

• - Select stress coping techniques
• -- Organize yourself
• -- Change your environment
• -- Build up mental and physical readiness
  (exercise)
• -- Listen to your body
• -- Find ways to laugh each day (dont take
  yourself
• too seriously)
• -- Learn to RELAX (How do you relax)

35
CRMSTRESS AWARENESS AND MANAGEMENT

• - Select stress coping tools for improvement
• -- Answer every what if you can (100 years
  from now)
• -- Eat well hydrate maintain physical
  conditioning
• -- Assess personal risk factors (life skills
  questionnaire)
• -- Chair fly
• -- Know your crew
• -- If ill go to flight surgeon and get medication

36
CRMMission Planning Review and Critique
Strategies

• - Identify the elements of mission planning that
  best ensure a
• successful mission
• Prior Planning Prevent Poor Performance (5
  Ps of planning)
• Goal
• - Address the primary mission
• - Identify possible or probable show stopper

37
CRMMission Planning Review and Critique
Strategies

• - Identify the elements of mission planning that
  best ensure a successful mission (cont)
• -- Planning factors
• --- Review ground operations
• --- List Potential sortie events
• --- Assign event probability
• --- Form a response
• --- Develop systematic approach
• (Prevents having to plan from scratch in flight)

38
CRMMission Planning Review and Critique
Strategies

• -- Five planning areas (MEAAS)
• --- Mission
• --- Environment
• --- Aircraft
• --- Aircrew
• --- Situation

39
CRMMission Planning Review and Critique
Strategies

• - Identify Important crew briefing elements
• Formulated in conjunction with and the
  culmination of the analysis and
• planning phase.
• -- Elements
• --- Limited to amount of time to brief
• --- Correct amount of detail
• Content is essential knowing how
  much to brief is an art.
• --- Brief primary mission and most predictable
  alternatives
• --- Keep other alternatives in memory bank
• --- Allow for questions and concerns

40
CRMMission Planning Review and Critique
Strategies

• - Relate elements of premission planning and crew
  briefings to the
• mid-mission review
• Flexibility is the key to air power. A good
  plan is the key to flexibility.
• -- Ongoing process
• -- Keep primary goals on track
• -- Evaluate alternatives
• -- Stuff happens
• --- Modifications easier if thought about on
  ground
• --- Alternatives easier to implement if
  planned and briefed on ground
• --- Mid mission adjustment if not
  preplanned can cause decrease in SA.
• Its better to modify a briefed plan than to try
  to plan from scratch

41
CRMMission Planning Review and Critique
Strategies

• - Relate crewmember critique of situational data
  to crew
• resource management
• -- Ongoing process
• -- Formally occurs
• Premission analysis
• Mid-mission review
• Postmission
• Debriefing what went wrong/right/done
  different
• -- Individuals who dont accept criticism are
  an impediment to
• mission effectiveness

42
CRMDecision making and operational risk
management

• - Identify decision making elements
• Cardinal Rule Make sure that someone flies
  the airplane
• -- Basic elements of decision making
• --- Information (gather use all sources
  including outside agencies)
• --- Identify courses of action (develop
  alternatives DONT JUDGE).
• --- Evaluate courses of action (analyze
  alternatives)
• --- Decide (select a course of action)
• --- Brief (brief the crew) classic model
  combines with previous
• --- Act and evaluate (implement)

43
CRMDecision making and operational risk
management

• - Identify decision making processes
• -- Classic Model (Takes time and significant
  crew involvement)
• --- Identify the problem
• --- Information (gather)
• --- Develop alternative courses of action
• --- Analyze and compare courses of action
• --- Make decision select course of action
  Brief the crew
• --- Implement and evaluate the plan

44
CRMDecision making and operational risk
management

• - Identify decision making processes (cont.)
• -- Automatic model (used on critical situation /
  time is critical)
• --- Identify the problem
• --- Recognize familiarity of the situation
• (experience EP simulators etc.)
• --- Generate and evaluate options
• --- Implement first plausible option
• --- Inform the crew

45
CRMDecision making and operational risk
management

• - Identify operational risk management principles
• -- Definition Decision making with a twist
• The formal evaluation of risk with each
  decision
• --- And the long long one
• -- Goals
• --- Increased combat compatibility
• --- Preserve people and equipment
• --- Identify eliminate and/or control
  document hazards

46
CRMDecision making and operational risk
management

• - Identify operational risk management principles
  (cont.)
• -- Risk management principles
• --- Know the risk and integrate ORM (all
  phases)
• --- Accept no unnecessary risks
• --- Make risk decision at the proper level
• --- Accept risk when benefits outweigh the
  cost

47
CRMDecision making and operational risk
management

• -- Six step ORM process.
• 1. Identify the hazard (use MEAAS areas).
• 2. Assess the risk (Mishap Risk Index)
• 3. Analyze control measures (avoid
  reduction spreading
• transference)
• 4. Make control decision (best level of
  risk not the least risk)
• 5. Risk control implementation (road map
  accountability
• support)
• 6. Supervise and review (monitor cost vs.
  benefits)

48
CRMDecision making and operational risk
management

• - Identify breakdowns in judgement and
  discipline
• -- Definition (judgement) ability to make an
  appropriate decision
• -- Reasons
• --- Human limitations usual cause
• --- Evaluate with IM SAFE checklist
• ---- Illness
• ---- Medication
• ---- Stress
• ---- Alcohol
• ---- Fatigue
• ---- Eating

49
CRMDecision making and operational risk
management

• - Identify breakdowns in judgement and discipline
• -- Reasons (cont.)
• --- Judgement lapse
• ---- Impaired decision making
  
  .
• ---- Triggered by single event or series
  of circumstances
• ---- Hazardous attitudes Anti-authority
  / Invulnerability /
• Homeitis / etc.
• --- Extreme lapses can cause
  incapacitation

50
CRMDecision making and operational risk
management

• - Identify breakdowns in judgement and discipline
• -- Regulatory deviation
• --- Authorized in emergency situations
• --- Justified in unusual circumstances
• --- Unforgivable when made with no real
  necessity