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Because CRM practices are a key factor in flightcrew adherence to and performance of normal and non-normal procedures and in the interaction with automated systems, CRM issues are involved to some degree in every incident or accident.
General
The flight crew’s contribution to an incident or accident often is considered to be what the flight crew did or did not do.
CRM concepts and techniques enhance effective cross monitoring and backup by each crewmember.
Company Culture and Policies
It should be recognized that many factors associated with accidents are embedded in the global aviation- system organization.
The flightcrew is considered to be the last line-of-defense but is also the last link in the error chain.
Company safety culture and policies should therefore:
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Support the implementation of CRM practices;

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Facilitate the mitigation of organizational factors; and,

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Identify and address precursors of potential incidents or accidents.

International Cultural Factors
As more operators access to global international operation with multi-nationality crewmembers, cross-cultural issues should become an important part of a customized CRM training.
The discussion of cross-cultural factors should include:
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Understanding differences between race and culture;

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Highlighting the importance of cultural and national sensitivities;

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Promoting the use of standard phraseology as a common working language.

Leadership
The role of the pilot-in-command (PIC) in complex and demanding situations should be emphasized during CRM training.
This includes, for example, approaches with marginal weather conditions or abnormal / emergency conditions that are beyond the scope of published procedures.

CRM Issues in Approach and Landing Accidents
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AIRBUS INDUSTRIE
    Flight Operations Support

Teamwork
The captain’s role and attitude in opening the line of communication with the first officer and cabin crew is of prime importance for setting the flight deck atmosphere and ensuring effective:
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Human relations (e.g., effective intra-crew communications);

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Teamwork (e.g., allowing the authority and duty for the first officer to voice any concern as to the progress of the flight and overall safety); and,

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Crew coordination, mutual monitoring and backup.

Performing a pre-flight briefing that includes the flight crew and cabin crew establishes the basis for effective teamwork.
Flight attendants may hesitate to report technical occurrences to flight crew (i.e., because of cultural aspects, company policies or intimidation).
To overcome this reluctance, the implementation and interpretation of the sterile cockpit rule (as applicable) should be discussed during cabin crew CRM training and recalled by the captain during the pre-flight briefing.
Assertiveness
Approach-and-landing incidents and accidents illustrate that if an option (e.g., performing a go-around) has not been prepared, flight crew may lack the mental resources needed to:
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Make the required decision (i.e., initiate the go-around); or,

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Correctly conduct the required maneuver (i.e., flying the published missed-approach).

Fatigue, overconfidence or reluctance to change a prepared plan often are the probable causes for a lack of assertiveness (assessment of situation) and decision-making.
                                                                                       Getting to Grips with                                            Approach-and-Landing Accidents Reduction
　
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