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IRR process. Other airlines have started work on developing CRM skills lists. Both of these efforts should be combined so that airlines can link their crew performance problems to CRM skills. Presently there are no accepted standards for developing CRM skill listings, but there are a number of guidelines that should help airlines determine whether they have a usable listing.
Like the CRM procedures, a CRM skill listing should have been developed by a team rather than by one or two developers. The team should recognize the organizational needs, and should have a clear definition of CRM skills. For example, one airline specified that CRM skills have to be trainable, related to one or more CRM topics, can be evaluated by instructor/evaluators, and have to improve individual performance in a crew setting. From experience with aviation task analyses it is evident that there are at least 30 CRM skills, and that an airline should be concerned with training at least half of those skills. Airlines that list just a few CRM skills are probably talking about skill clusters which are at too high a level to help in specifying required training or additional CRM procedures.
Once the airline has a CRM skill list, they can work with instructor/evaluators or other forms of SMEs to link the crew performance problems to the most likely skills. This linkage should not be limited only to CRM performance problems. When making that linkage, the instructors and SMEs should also review the technical problems to see if there may be a CRM cause. The first attempt at this linkage may be tentative, but, over time, an airline should establish a tested set of links between what they are assessing and what they need to train.
Identifying Training Areas that Need Improvement
ACRM is not limited to the development and assessment of CRM procedures. It is strongly linked to the improvement of crew effectiveness throughout the organization. Therefore, crew performance problems do not automatically lead to the development of additional CRM procedures. Once the performance problems have been linked to CRM skills, the training department can determine whether just training or a new procedure with training is required based on the type of skills, SOP, and training currently in place.
An airline under ACRM has a number of things to consider
. The organization should maintain key elements of the development team to help with additional CRM procedure development.
when analyzing possible training needs, and most of them are related to the nature of the CRM skill that is linked to the performance problem. If it is the type of CRM skill that does not require substantial practice in order to master, then it may be a good candidate for a limited training intervention. Some strategies or advanced skills fall into this category, and all that may be needed is an additional module and a small amount of practice in LOFT sessions. Other types of skills require a lot of practice, making them good candidates for a CRM procedure. It is the repetitive nature of SOP that provides crews with much practice and the opportunity to master specific procedures along with their related CRM skills.
　
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本文鏈接地址：Developing Advanced Crew Resource Management (ACRM) Training: A Training Manual(82)