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4.6  Problem-solving/decision-making/judgement. These three topics are very broad and interrelate to a great extent with each other as well as with the other areas. One may consider problem-solving as an over-all cycle of events beginning with information input and ending with pilot judgement in making a final decision. During the phase in which information is requested and offered, some conflicting points of view may be represented. Skills in resolving conflict are therefore especially appropriate at this time. All decisions must come from the pilot-in- command because the team will fail if command authority is not maintained. This requires the support of all crew members. The inflight, immediate post-decision review is likewise a vital concept for promoting good decision-making.
4.7  Leadership/"followership". In this area, there is clear recognition that the command role carries a special responsibility. For instance, although individual crew members should be actively planning and managing their own workloads with respect to time, the pilot-in-command is responsible for supervising the over-all management of the flight. This command authority must be acknowledged at all times. The effectiveness of command authority cannot be assumed by position alone. The credibility of a leader is built over time and must be accomplished through conscious effort. Similarly, every non-command crew member is responsible for actively contributing to the team effort, for monitoring changes in the situation, and for being assertive when necessary.
4.8  Stress management. Stress creates a special kind of problem for a crew since its effects are often subtle and difficult to assess. Although any kind of emergency situation generates stress, there is also the stress, both physical and mental, that a crew member may bring to the situation and which others may not be able to detect. A crew member's over-all fitness to fly may nevertheless decline because of fatigue, mental and emotional problems, etc., to the extent that other crew members should consider that individual as incapacitated. Skills related to stress management refer not only to one's ability to perceive and accommodate to stress in others but primarily to anticipate, recognize and cope with one's own stress as well. This would include psychological stresses such as those related to scheduling and rostering, anxiety over training courses and checks, career and achievement stresses, interpersonal problems with both cabin crew and other flight crew, as well as the home and work interface, including related domestic problems (family health, children's education, etc.). It would also include so-called life event stresses, such as those related to the death of a spouse, divorce, or marriage, all of which represent major life changes.
Several operators are attempting to alleviate stress problems by encouraging open and frank communications between operational management and flight crew members, and by viewing stress as part of the "fitness to fly" concept. The prerequisite for this is management understanding of the stress problem. In at least one case the understanding required by management personnel was fostered by having managers and other non-crew personnel attend the CRM training.
　
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