TRAINING CENTRE
CRM
Golden Rules
Edition 3
Oct. 2018
CRM Golden Rules
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How to efficiently manage the available resources?
understanding
what is going on
managing
errors
team work
communication
use of
procedures
decisions
How to optimize
your performance :
understanding
my own performance
and limitations
CRM Golden Rules
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 Manage your resources:
preparing the flight, anticipating, keeping
some resources in reserve
 Know and respect your own limits
 Use and trust professional safety nets:
o CL, SOP
o Synchronization by task sharing,
cross check , briefings
 Never stop training
CRM Golden Rules
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Team decision-making
Key factors for good decision-making
 Do not rush into action! Anticipate your decisions:
Take some time to analyze the situation and
review the solutions.
 Stick to standard procedures! they will help you
with the main decision steps
 Only make decisions that you can implement!
 The captain makes the decision. The whole crew
prepares it!
CRM Golden Rules
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How to detect a loss of situation awareness ?
Signals that you might be missing something important:
 Unexplained discrepancies between instruments
 Unusual timing
 Unexpected results (e.g. abnormal performance)
 Communication mismatch (“why did he tell this
to me ???”)
 ‘‘Something seems strange, it doesn’t feel right’’
 ...
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Recovering from a loss of situation awareness
 Try to recover the ‘big picture’, fly the aircraft,
check navigation
 Go to the nearest stable, simple and safe state
 Stick to documented procedures if applicable
 Set a temporal deadline
 Come back to the last thing you were sure of
 Use raw data
 Avoid fixation on a past problem
 Take over, or change the automation level
 Communicate: express any doubt, ask for external assistance, ask
the ATC
CRM Golden Rules
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About human errors

Errors must be accepted as a normal component
of human behavior

But we must not let errors threaten safety!

‘Listen’ to your errors: They tell you what are your
margins and help you readapt

Share experience
CRM Golden Rules
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The golden rules of communication
 Prepare your message, be clear and unambiguous
 Check that you have been understood
 Use standard communication tools: phraseology,
briefings and call outs
 Protect your task when you receive a message
 Respect the receiver task when you send a message
CRM Golden Rules
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Tips for good communication
 Make sure you share a common context
 Be clear and unambiguous
 As a sender: respect your partner
Is your message more important than his task?
help him resume
 As a receiver: protect yourself only accept
communications when your task is stabilized.
CRM Golden Rules
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Conflict and conflict management
The right attitudes
 Don’t take it personally
 Avoid « who is right? » Seek «what is correct? »
 Accept criticism: We all make mistakes!
 Listen!
 Ask open questions and reformulate
 Be courteous but firm when necessary
 Allow for cultural influences:
the code is perhaps different
 Focus on the flight, use phraseology,
keep on working in a professional way
 Accept the difference
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The golden rules of synergy
 Synergy is not natural
 Synergy must be built up at first contact
 Synergy must be maintained all along the flight
 Synergy depends on cockpit style
 Synergy requires a friendly atmosphere
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The golden rules of automation
 Know and understand the system
 Adhere to SOP’S
 Don’t do major reprogramming below FL 100
 Both crew member should not deal with the FMS at
the same time
 One head up at all times
 Monitored automation and cross checked with raw
data information
CRM Golden Rules
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Countermeasures - T E M
 Planning countermeasures: essential for managing
anticipated and unexpected threats;
 Execution countermeasures: essential for error detection
and error response;
 Review countermeasures: essential for managing the
changing conditions of a flight.
CRM Golden Rules
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Planning Countermeasures
SOP BRIEFING
The required briefing is
interactive and operationally
thorough
- Concise, not rushed, and met
SOP requirements
- Bottom lines are established
PLANS STATED
Operational plans and
decisions are communicated
and acknowledged
WORKLOAD
ASSIGNMENT
Roles and responsibilities are
defined for normal and nonnormal situations
CONTINGENCY
MANAGEMENT
Crew members develop
- Threats and their
effective strategies to manage consequences are anticipated
threats to safety
- Use of all available resources
to manage threats
CRM Golden Rules
- Shared understanding about
plans
- “Everybody on the same
page”
- Workload assignments are
communicated and
acknowledged
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Execution Countermeasures
MONITOR /
CROSS-CHECK
WORKLOAD
MANAGEMENT
AUTOMATION
MANAGEMENT
CRM Golden Rules
Crew members actively
monitor and cross-check
systems and other crew
members
- Aircraft position, settings, and
crew actions are verified
Operational tasks are
prioritized and properly
managed to handle primary
flight duties
- Avoided task fixation
- Do not allow work overload
Automation is properly
managed to balance
situational and/or workload
requirements
- Automation setup is briefed to
other members
- Effective recovery techniques
from automation anomalies
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Review Countermeasures
EVALUATION/
MODIFICATION
OF PLANS
INQUIRY
ASSERTIVENESS
CRM Golden Rules
Existing plans are reviewed
- Crew decisions and actions
and modified when necessary are openly analyzed
to make sure the existing plan
is a good plan
Crew members ask questions - Crew members not afraid to
to investigate and/or clarify
express a lack of
current plans of action
knowledge - “Nothing taken for
granted” attitude
Crew members state critical
information and/or solutions
with appropriate persistence
- Crew members speak up
without hesitation
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Introduction to the NOTECHS - Behaviour Marker System
The NOTECHS project
The NOTECHS project was sponsored by EC DGVII and the CAA's of France, Netherland, Germany and UK and ran from March 1997 until
March 1998. The central goal of the NOTECHS project was to provide guidance for a feasible and efficient method for assessing an individual
pilot's non-technical skills by instructor pilots and examiners during both training and check events in a multi-crew environment.
The NOTECHS behavioural marker system
The NOTECHS marker system was constructed from an inventory of existing systems. Non-technical skills (NTS) are defined as "those skills
that refer to a crew member's attitudes and behaviours in the cockpit, not directly related to aircraft control, system management and Standard
Operating Procedures (SOPs)".
Components of NTS
The review of existing methods exposed a large number of NTS labels and descriptors, each with their own specific meaning.
A new framework was therefore created covering the whole range of NTS, based on the descriptors gathered in the review.
This framework consists of four Categories:
Co-operation
Leadership and managerial skills
Situation Awareness
Decision making
Each is subdivided into a number of Elements. Figure 1 shows the Elements in the Co-operation Category and behavioural examples for one
Element. The Categories and Elements are formulated to be mutually exclusive but, given the interdependence of the various non-technical
Skills required in flight deck operations, this will not always be achievable. The terminology attempts to reflect everyday language for
describing behaviour.
Although the precise naming and positioning of the words within the framework is not that important, examiners, instructors and flight crew
using the framework must all have the same understanding of the NOTECHS concepts. NOTECHS provides behavioural examples that assist
in Standardising assessments.
Note: Anyone familiar with CRM or NTS will immediately spot the absence of Communication as one of the main Categories.
However, good communication is crucial to the performance of all non-technical skills and thus does not receive a separate classification.
CRM Golden Rules
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Behaviour Marker System
Non-technical skills
Co-operation
Leadership &
management skills
Team building &
maintaining
Considering
others
Supporting
Situation
awareness
Decision
making
Category
Element
Behaviour
Helps other crew members in demanding situations
Figure 1 The
NOTECHS descriptive framework consists of Categories, Elements and Behavioural
others
Offers assistance
examples
Conflict
solving
CRM Golden Rules
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Within the NOTECHS framework, four Categories of non-technical skills have been identified, each
Category containing 3 or 4 skill Elements.
A short overview of the Categories and corresponding Elements is given in the following table.
Category
Elements
1. Co-operation
• Team-building and maintaining
• Consideration of others
• Support of others
• Conflict solving
• Use of authority and assertiveness
• Providing and maintaining standards
• Planning and co-ordination
• Workload management
• Awareness of aircraft systems
• Awareness of external environment
• Awareness of time
• Problem definition and diagnosis
• Option generation
• Risk assessment and option selection
• Outcome review
2. Leadership and/or
managerial skills
3. Situation awareness
4. Decision making
CRM Golden Rules
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Following colors for the last modifications :


Good practice
Poor practice
1 Co-operation
Co-operation is the ability to work effectively in a crew.
a) Team-building and maintaining
Team-building and maintaining is about the ability to establish positive interpersonal relations between
crew members and their active participation in fulfilling the tasks.
Examples of poor practice:
• Blocks open communication.
• Keeps barriers between crew members.
• Competes with others.
Examples of good practice:
• Establishes atmosphere for open communication and participation.
• Encourages inputs and feedback from others.
• Give and receive criticism, admit mistakes, (lower the barriers)
• Does not compete with others.
CRM Golden Rules
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b) Consideration of others
Consideration of others involves the acceptance of others and understanding their personal
condition.
Examples of poor practice:
• Ignores suggestions of other crew members.
• Does not take account of the condition of other crew members.
• Shows no reaction to other crew members' problems.
Examples of good practice:
• Takes notice of the suggestions of other crew members even if s/he does not agree.
• Takes condition of other crew members into account.
• Demonstrate respect and tolerance towards other people
• Gives appropriate personal feedback.
• Use appropriate body language, eye contact and tone
CRM Golden Rules
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c) Support of others
Support of others relates to giving help to other crew members when they need assistance.
Examples of poor practice:
• Hesitates to help other crew members in demanding situations.
• Does not offer assistance.
Examples of good practice:
• Helps other crew members in demanding situations.
• Ask relevant and effective questions, and offer suggestions
• Offers assistance.
CRM Golden Rules
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d) Conflict solving
Conflict solving is about the articulation of different interpersonal positions and giving suggestions
for solutions.
Examples of poor practice
• Overreacts in interpersonal conflicts, sticks to own position without considering a
compromise.
• Accuses other crew members of making errors.
Examples of good practice:
• Keeps calm in conflicts.
• Open and receptive to other people’s view
• Suggests conflict solutions.
• Concentrates on what is right rather than who is right.
CRM Golden Rules
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2 Leadership and Managerial Skills
Effective leadership and managerial skills help to achieve joint task completion within a motivated, fullyfunctioning team through co-ordination and persuasiveness.
a) Use of authority and assertiveness
The use of authority and assertiveness infers the ability to create a proper challenge and response atmosphere. The
given command authority of the Captain should be adequately balanced by assertiveness and crew member
participation.
If a situation requires, decisive actions are expected.
Examples of poor practice:
• Hinders or withholds crew involvement.
• Passive, does not show initiative for decisions, own position not recognisable.
• Does not show appreciation for the crew, coaches very little or too much.
Examples of good practice:
• Advocates own position.
• Use initiative, give direction and take responsibility when required
• Takes initiative to ensure involvement and task completion.
• Takes command if situation requires.
• Motivates crew by appreciation and coaches when necessary.
• Friendly, enthusiastic, motivating others
• Confidently do and say what is important to him or her.
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b) Providing and maintaining standards
Providing and maintaining standards refers to the compliance with essential standards (SOPs and
others) for the task completion. Supervision and intervention in case of deviations from standards
by other crew members is also part of this skill. If situation requires, non-standard procedures
might be necessary. Such deviations shall be discussed and announced.
Examples of poor practice:
• Does not comply with SOPs, does not monitor crew for SOP compliance.
• Does not intervene in case of deviations.
• Applies non-standard procedures without announcement or consultation of crew
members.
Examples of good practice:
• Ensures SOP compliance.
• Follow procedures appropriately and consistently
• Intervenes if task completion deviates from standards.
• Having consulted the crew, deviates from standard procedures if situation requires.
CRM Golden Rules
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c) Planning and co-ordination
Planning and co-ordination refers to applying an appropriate concept for organized task-sharing
and delegation in order to achieve top performance and to avoid workload peaks and dips.
Communication of plans and intentions leads to coordinated activities within the whole crew.
Examples of poor practice:
• Plans only for self, does not involve crew.
• Intentions not stated or confirmed.
• Changes plan without informing crew or follows plans blindly.
Examples of good practice:
• Encourages crew participation in planning and task completion.
• Clearly states intentions and goals.
• Open and honest about thoughts, intentions and goals.
• Having consulted crew, changes plan if necessary.
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d) Workload management
Workload management demands clear prioritisation of primary and secondary operational tasks.
Based on sound planning, tasks should be distributed appropriately among the crew. Signs of
stress and fatigue should be communicated and taken into account. Available external and
internal resources (including automation) should be used to accomplish timely task completion.
Examples of poor practice:
• Flying solo without other crew members involved.
• Allowing secondary operational tasks to interfere with primary flight duties.
• Inadequate workload planning.
• Ignoring signs of stress and fatigue.
Examples of good practice:
• Calm, relaxed, careful and not impulsive.
• Distributes tasks among the crew, checks and corrects appropriately.
• Secondary operational tasks are prioritised to retain sufficient resources for primary flight
duties.
• Allocates enough time to complete tasks.
• Use time efficiently to complete tasks.
• Offer and accept assistance, delegate when necessary and ask for help early.
• Concentrate on one thing at a time, ensure tasks are completed and do not become
distracted.
CRM Golden Rules
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3 Situation Awareness
Situation awareness relates to one's ability to accurately perceive what is in the cockpit
and outside the aircraft. It is also one's ability to comprehend the meaning of different
elements in the environment and the projection of their status in the near future.
a) Awareness of aircraft systems
The crew needs to be constantly aware of the state of different aircraft systems.
Examples of poor practice:
• Does not ask for updates.
• Does not signal awareness of changing systems.
Examples of good practice:
• Monitors and reports changes in system states.
• Monitor, report changes and cross-check actions.
• Acknowledges entries and changes to systems.
• Aware of what the aircraft and its systems are doing.
CRM Golden Rules
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b) Awareness of external environment
The crew needs to be aware of their environment (position, weather, air traffic, terrain)
Examples of poor practice:
• Does not acknowledge - repeat ATC directions.
• Does not enquire about environmental changes.
• Does not comment on relevant environmental factors, or is surprised by them.
Examples of good practice:
• Collects information about the environment.
• Contacts outside resources when necessary.
• Shares information about the environment with others.
• Aware of where the aircraft is and its environment
• Aware of the condition of people involved in the operation including passengers
CRM Golden Rules
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c) Awareness of time
The crew needs not only to be aware of the present state of the aircraft systems and environment,
but must also be able to predict future states in order to anticipate future events.
Examples of poor practice:
• Does not set priorities with respect to time limits.
• Does not discuss relationship between past events and present - future.
• Is surprised by outcomes of past events.
Examples of good practice:
• Discusses contingency strategies.
• Identifies possible - future problems.
• Keep track of time and fuel
• Recognise what is likely to happen, plan and stay ahead of the game
CRM Golden Rules
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4 Decision Making
Decision making is the process of reaching a judgment or choosing an option.
a) Problem definition and diagnosis
Problem definition and diagnosis is the ability to collect the information needed to define a
problem and its causal factors.
Examples of poor practice:
• Nature of the problem not stated or failure to diagnose.
• No discussion of probable causes.
• Jump to conclusions (impulsive)
Examples of good practice:
• Gathers information and identifies problem.
• Seek accurate and adequate information fro
• Agree essential and desirable criteria and prioritises.
• Reviews causal factors with other crew members.
• Identify and verify why things have gone wrong and do not jump to conclusions or make
assumptions.
• Develop what –if scenarios and make pre-decisions.
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b) Option generation
Option generation refers to the ability of a crew member to generate multiple responses to a
problem.
Examples of poor practice:
• Does not search for information.
• Does not ask crew for alternatives.
Examples of good practice:
• Consider as many options as practicable.
• Asks crew members for options.
CRM Golden Rules
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c) Risk assessment and option selection
Risk assessment and option selection refers to the ability of a crew member to successfully
assess risks and benefits of different responses to a problem, and to select the best response.
Both should be accomplished through discussion with other crew members.
Examples of poor practice:
• Inadequate discussion of limiting factors with crew.
• Failing to inform crew of decision path being taken.
Examples of good practice:
• Considers and shares risks of alternative courses of action. , but do not take
unnecessary risks.
• Identify threats to the safety of the aircraft and of the people.
• Talks about possible risks for course of action in terms of crew limitations.
• Confirms selected course of action.
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d) Outcome review
Outcome review refers to the crew member's need to check the outcome of a solution against the
predefined goal.
Examples of poor practice:
• Fails to check selected outcome against goal.
Examples of good practice:
• Checks outcome against plan.
• Make decisions when they need to, reviews and changes if required.
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CRM Golden Rules
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TRAINING CENTRE
CRM Golden Rules
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