2.14  CRM Procedures Development Guidelines
2.14.1  Guidelines for Identifying Own Carrier Needs
1  The identification of CRM problem areas is ongoing, and to ensure the long-term success of the ACRM program, an airline should identify a few operationally significant CRM problems at the beginning of the development process.
2  Airlines that do not have detailed CRM performance data should use industry accident reports and incident summaries to identify general problem areas, and then the airline should use specific aircraft accident and incident reports to obtain the details.
3  When existing airline data or reports do not point to a clear CRM cause, the development team should consider interviewing one or more individuals from the department that collected the data or produced the report.
4  The needs survey should be designed primarily for instructors, evaluators, and checkairmen and should investigate at least two areas: 1) CRM performance problems by phase or subphase of flight, and 2) performance problems by CRM topic or element.
5  The CRM procedures development team should be aware of the benefits and possible liabilities of each procedure they plan to add. The team's mandate to identify areas for new or modified procedures should be tempered with the realisation that too many procedures, or ones in the wrong place, can be as problematic as not adding any new procedures.

2.14.2  Guidelines for Specifying CRM Procedures
1  For initial procedure development, an airline should first identify weaknesses in existing procedures and then review airline philosophy and policy to clarify those needs. Based on that information, an airline should then identify possible locations for the new procedure as different forms (e.g. briefs, checklists, etc.) are being considered. Once that is done, the airline should work on the procedure's content.
2  When reviewing existing SOP and documentation, look for problems with existing procedures, lack of consistency, as well as gaps, where the performance problem is not being addressed.
3  In many cases, crew performance problems become apparent at times of relatively high workload, and adding a procedure at that point could further increase workload. The CRM procedures development team should consider times prior to the buildup in workload to identify periods of lower workload where a procedure would be more effective.
4  The main forms of CRM procedures include briefs, calls, checklist items, guides, flows, non-normal procedures, and quick reference items. One of these forms should be sufficient to address most problems, but there may be cases where the integration of two forms is less intrusive and provides a better fit with the airline's SOP.

2.14.3  Guidelines for Refining CRM Procedures and Media
1  The procedure prototype development (working with a mock-up of the procedure) is an important part of the refining process where the development team interacts with a range of uses to determine the best form and content for the CRM procedures. The refinement step should be iterative with the feedback from each review being incorporated into the design to achieve one or more CRM procedures that will be adopted by the users and will contribute to performance improvements.
　
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