B.3.  CRM in the Real World
 A real-world example of how CRM may have saved lives can be found in psychologist David Myers’ Social Psychology textbook, comparing two airline crashes in the 1980’s:
According to Myers, “Helmrich (1997)…notes that flawed group dynamics were evident when an Air Florida plane lifted off from Washington’s National Airport on a winter day in 1982.  Ice in a sensor caused the speed indicators to read too high, leading the captain to apply too little power as the plane ascended:
First Officer: Ah, that’s not right. Captain: Yes, it is, there’s 80 [referring to speed]. First Officer: Nah, I don’t think it’s right.  Ah, maybe it is. Captain: Hundred and twenty. First Officer: I don’t know.
It wasn’t right, and the First Officer’s muting his concerns led to the plane’s stalling and crashing into a Potomac River bridge, killing all but five people onboard.”
But in 1989, the three-person crew flying a United Airlines DC-10 flight from Denver to Chicago responded as a model team to imminent disaster.  The crew, which had been trained in CRM, faced the disintegration of the center engine, severing lines to the rudder and ailerons needed to maneuver the plane.  In the 34 minutes before crash landing just short of the Sioux City airport runway, the crew had to devise a strategy for bringing the plane under control, assessing damage, choosing a landing site, and preparing the crew and passengers for the crash.  Minute-by-minute analysis of the cockpit conversation revealed intense interaction—31 communications per minute (one per second at its peak).  In these minutes, the crew members recruited a fourth pilot who was flying as a passenger, prioritized their work, and kept one another aware of unfolding events and decisions.  Junior crew members freely suggested alternatives and the captain responded with appropriate commands.  Bursts of social conversation provided emotional support, enabling the crew to cope with the extreme stress, and to save 185 of the 296 people onboard.
 

 
 
Section C. CRM Concept

 
Introduction
 The CRM concept is based in part on the following:
. Performance

. Focus

. Acquisition of CRM skills

. Motivation of crewmembers

. Assertiveness

 
C.1.  Performance
 Effective performance depends on both technical performance and interpersonal skills.
 
C.2.  Focus
 CRM focuses on crewmember attitudes and behaviors.  A primary focus of CRM is effective team coordination.  The team encompasses the flight crew, air traffic controllers, maintenance, and other groups that interact with the cockpit crew.  Effective CRM involves the entire flight crew.  CRM is not simply the responsibility of the PIC, nor should CRM be viewed as pilot training.  All crewmembers are responsible for the effective management of the resources available to them.
　
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