Performance and technology induced
problems
Comprehension
Management
Workload Management
Performance
Back to
manual?
LOSS OF CONTROL
Negative feedbacks
Negative feedbacks
Nearloss SMART
NEEDED
More solutions?
Amalberti 16
Tactical and strategic options for rule
making
 Cultural approach to rule making
 All training should be evaluated, including Human
factors training
 ICAO annexes
 A good training should combine basic knowledge
(classroom), and practice.
oinAtviatioAunthorities
Amalberti 17
Cultural differences for rule making
 The southern Mediterranean way of thinking
 Rules are objectives, goals, stimuli to change behaviours
 Rules are promoted when no –or very few- actors can comply
with
 Recommendations are useless
 The US and Northern Europe way of thinking
 Rules are references
 They are set when all of the field actors can comply with
 Recommendations prepare field actors, well before the rule, to
comply with the future rule
oinAtviatioAunthorities
Amalberti 18
Competing philosophies for training design
Philosophy 2 :
The ECOLOGICAL APPROACH
Philosophy 1 :
The NORMATIVE APPROACH
Aviation operations cannot be entirely specified
through standardized procedures, programs, and the like.
One reason is it includes Humans.
Aviation operations can be entirely specified through
standardized procedures, programs, schedules, rules,
nominal tasks, certification, selection, norms
Safety improvement will result from a better respect of
the “ecology” of the system and a better
acknowledgment of its self-protection mechanisms
Safety improvement will result from more specification
and more discipline from the operators;
Deviations from nominal operation are both a
necessity for adaptation to random dimension of real
life, and a potential threat for safety
Deviations from nominal operation are both a cause of
lower performance, and the main threat for safety
Human operators are up to now the only intelligent,
flexible and real time adaptable component of the system.
They are a deposit and source of safety
Human operators are ultimately the only unpredictable
and unspecifiable components of the system. They are
the main source of deviation;
Errors are deviations from operator’s intentions, but at
the same time they are part of the normal process of
achieving intentions. Errors are necessary
Errors are non intentional but regrettable deviations from
standard actions. Errors are unfortunately inevitable
Human operators are auto-organized structures,
coupled through recursive processes of self regulation,
and ultimately governed by their internal intentions
The human operator is one more “black-box”
coupled through inputs (perceptive data) which are
transformed into outputs (actions) according to specified
targets (goals) using adequate transfer functions
(procedures, skills,..)
Amalberti 19
JARs / HF TRAINING
 JAR FCL Cockpit crew training
 1.160, 1470 Ab initio : theoretical knowledge in HF /
Theoretical HF examination to get the ATPL -
Compliant with ICAO annex 1
 1.240 Flight check licensing : demonstrating ability in
crew co-ordination and airman ship, requirements
extended into MCC regulations
 JAR OPS Recurrent training Cockpit & Cabin Crew
 1.940, 45, 55, 65 CRM for cockpit crews. Recent
change of requirements following the NPA 16,
compliant with ICAO annex 6
 CRM for Cabin crew : TGL5 in progress
oinAtviatioAunthorities
Amalberti 20
JAR FCL
HPL
Zoom on HF training flight crew
& on the NPA 16 CRM Cockpit crew
ATPL MCC
JAR OPS
Theoretical course
in Human Factors
according JAR FCL
Initial CRM
1st year
Recurrent CRM
3Yrs cycle
Modular/LOFT
Command course CRM training
Conversion course CRM
training when changing
aeroplane type
Conversion course
CRM training when
changing operator
Amalberti 21
NPA 16. Appendix 1.965
New need for CRM assessment
(ii) The flight crew must be
assessed on their CRM skills in
accordance with a methodology
acceptable to the Authority and
published in the Operations Manual.
The purpose of such assessment is
to:
(A) Provide feedback to
the individual and serve to
　
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