Crew Resource Management (Aviation)
In this day 'Crew Resource Management' (CRM) is strongly evident within the aviation industry. Having developed a positive reputation over the years of its application, it is highly recognised as an icon for safety practices among many major operators. Airline operators and wider aviation industries adopt CRM, on a global scale, to attain the desired goal of influencing flight crew members to operate more safely and effectively as one co-operative unit (rather than as individuals). The positive application of crew resource management envisages minimised risks and consequently, safer skies for all.
One common definition of CRM can be expressed as the effective management of all available resources available to the operators; including software, hardware and liveware, to achieve the goal of safe flight operations (Jenson, 1995).
Recognition of crew resource management (CRM) is relatively new. This statement is true in comparison to the centenary history of aviation, whereby crew resource management strategies were intentionally implemented and widely accepted just short of thirty years ago, at the onset of the 1980’s
Unfortunately, accumulating events of disastrous air crashes (predominantly in the mid-1960's and 1970's) resulting from primary causes including poor pilot management and the lack of utilising multiple resources available to the crew. These particular causes or insufficiencies consequently served as ''triggers'', bringing to attention the realising significance of CRM, and its need for application in flight crew practices (Murray, n.d.).
Eastern Airlines Flight 401, Everglades (Florida):
Although there are several instances of past aviation accidents which have enhanced the idea of introducing CRM in aircrew operations (i.e. Tenerife 1977 or Portland, Oregano's DC-8 crash in 1978), this discussion will focus on only one key example, namely, the
One common definition of CRM can be expressed as the effective management of all available resources available to the operators; including software, hardware and liveware, to achieve the goal of safe flight operations (Jenson, 1995).
Recognition of crew resource management (CRM) is relatively new. This statement is true in comparison to the centenary history of aviation, whereby crew resource management strategies were intentionally implemented and widely accepted just short of thirty years ago, at the onset of the 1980’s
Unfortunately, accumulating events of disastrous air crashes (predominantly in the mid-1960's and 1970's) resulting from primary causes including poor pilot management and the lack of utilising multiple resources available to the crew. These particular causes or insufficiencies consequently served as ''triggers'', bringing to attention the realising significance of CRM, and its need for application in flight crew practices (Murray, n.d.).
Eastern Airlines Flight 401, Everglades (Florida):
Although there are several instances of past aviation accidents which have enhanced the idea of introducing CRM in aircrew operations (i.e. Tenerife 1977 or Portland, Oregano's DC-8 crash in 1978), this discussion will focus on only one key example, namely, the