Kooperativer Bibliotheksverbund

UID:

Format: 1 online resource (327 pages) : , illustrations

Edition: First edition.

ISBN: 1-00-313883-7 , 1-003-13883-7 , 1-000-37666-4 , 1-000-37668-0

Series Statement: Advisory circular ; AC no. 120-51E

Content: "The book provides a data-driven approach to real-world CRM applicable to commercial pilot performance. It addresses the shift to a systems-based resilience thinking that aims to understand how worker performance provides a buffer against failure. This book will be the first to bring these ideas together. Taking a competence-based approach offers a more coherent, relevant approach to CRM. The book presents relevant, real world examples of the concepts and outlines a change in thinking around pilot performance and interpretation of data that is overdue. Airlines, pilots, and aviation industry professionals will benefit from the insights into organizational design and alternative approaches to training"--

Note: Title from PDF caption (viewed Feb 13, 2009). , "1/22/04." , AC 120-51D, dated 2/8/01, is cancelled. , Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Preface -- Acknowledgements -- Author -- List of Abbreviations -- Introduction -- Chapter 1 Why a 'Competence-based' Approach to Crew Resource Management Training? -- 1.1 Introduction -- 1.2 A Short History of CRM -- 1.3 What Does Expertise Look Like? -- 1.4 Developing Expertise -- 1.5 Developing Training Interventions -- 1.6 Instructional Design vs Competency-based Training -- 1.7 Understanding 'Success' -- 1.8 Conclusion -- References -- Chapter 2 Thinking about Failure -- 2.1 Introduction -- 2.2 What Is Safety? -- 2.3 The Building Blocks of Safety Thinking -- 2.4 The Pelee Island Crash -- 2.5 Linear Models of Accident Causation -- 2.6 Normal Accident Theory (NAT) and High Reliability Organisations -- 2.7 Organisational Error -- 2.8 Why Historical Models Are Problematic -- 2.9 Conclusion -- References -- Chapter 3 A Systems Model of Aviation -- 3.1 Introduction -- 3.2 Systems Thinking and Safety -- 3.3 The Structure of the Aviation System - Aviation as Hierarchical Decision-Making -- 3.4 Behaviour within a System -- 3.5 Pelee Island as a System -- 3.6 Exploring Structural Elements of a Resilient System -- 3.7 Systems and Scale Effects -- 3.8 Systems, Drift and the Distortion of Buffering -- 3.9 Conclusion -- References -- Chapter 4 On Being Human - Frailties, Vulnerabilities and Their Effect on Performance -- 4.1 Introduction -- 4.2 'Personality' - How Evolution Shapes Behaviour -- 4.3 Stress as a Biological Process -- 4.4 Stress, Fear and 'Startle' -- 4.5 Sleep and Fatigue -- 4.6 What Is Sleep? -- 4.7 Acute Fatigue in Pilots -- 4.8 Acclimatisation and Night Flying -- 4.9 Chronic Fatigue in Airline Pilots -- 4.10 Recuperation -- 4.11 Anxiety and Psychological Fatigue -- 4.12 Fatigue Mitigation -- 4.13 Fatigue and Pilot Health. , 4.14 Fatigue and Safety - Cause or Risk Factor? -- 4.15 Conclusion -- References -- Chapter 5 Doing Normal Work - Processes at Level 1 -- 5.1 Introduction -- 5.2 Work as Thought -- 5.3 Goals, Boundaries and Margins - The Structure of Tasks -- 5.4 Buffering and Efficacy - The Management of Goal States -- 5.5 Goal States and Resilience -- 5.6 Human Information Processing -- 5.7 Situational Awareness, Distributed Cognition and Sense-Making -- 5.8 Performance as Approximation -- 5.9 Acting in an Under-specified World -- 5.10 Decision-Making as Task Management -- 5.11 Decision-Making and Goal State Modification -- 5.12 The Special Case of Problem-Solving -- 5.13 Safety Drift at the Individual Level - Behavioural Templates -- 5.14 Conclusion - Working at Level 1 -- References -- Chapter 6 Error as Performance Feedback -- 6.1 Introduction -- 6.2 The Helios B-737 Crash Near Athens, 2005 -- 6.3 What Is an 'Error'? -- 6.4 Slips - Executing Trained Behaviour Patterns -- 6.5 Lapses - Forgetting as a part of work -- 6.6 Mistakes - The Failure of Rules -- 6.7 Bringing Knowledge into Play -- 6.8 Sense-making, Rule-based and Knowledge-based Action -- 6.9 Performance under Normal Circumstances -- 6.10 Factors That Shape Performance -- 6.11 Variability -- 6.12 Keeping Control -- 6.13 'Wrong Work' and Violations as Improvisations -- 6.14 Performance Approaching the Boundary -- 6.15 Conclusion: Errors as Signals of System Behaviour -- References -- Chapter 7 Acting in the Public Domain - Collaboration to Achieve Operational Goals -- 7.1 Introduction -- 7.2 Collaboration in a Systems Context -- 7.3 Collaboration as Shared Decision-Making -- 7.4 Collaboration in Normal Work -- 7.5 Engagement as a Transitory State -- 7.6 Control in Work Groups - Monitoring as Collaborative Task Management -- 7.7 Within-Group Social Dynamics. , 7.8 Leadership - A Special Case in Self-directed Teams? -- 7.9 Culture -- 7.10 Conflict Resolution -- 7.11 Behaviour between Groups -- 7.12 Conclusion -- References -- Chapter 8 Communication -- 8.1 Introduction -- 8.2 The Evolution of Communication -- 8.3 San Juan, Puerto Rico -- 8.4 What Is 'Communication'? -- 8.5 Communication in an Aviation Context - What It Does? -- 8.6 How Speech Works? -- 8.7 A Functional Model of Communication -- 8.8 Exploring Communication Dynamics: Control and Verification -- 8.9 Communication, Option Selection and Decision-Making -- 8.10 Creating Future Plans: Shared Understanding -- 8.11 Social Chat -- 8.12 What 'Normal' Communication Looks Like? -- 8.13 Communication in a Systems Model -- 8.13 Distributed Communication -- 8.14 Communication as Information Propagation across a Network -- 8.15 Communication as Hierarchical Control -- 8.16 Communication, Safety Drift and Scale Law at a Systems Level -- 8.17 Conclusion -- References -- Chapter 9 Organisational Factors - Level 3 -- 9.1 Introduction -- 9.2 What Is an Airline? -- 9.3 How Things Get Done in Aviation -- 9.4 Fundamental Challenges at the Heart of Organisations -- 9.5 Management Control and Worker Responses -- 9.6 Control, Management Legitimacy or Chaos and Abuse? -- 9.7 Demand and Overwork - Employee Sickness/Absence as Resistance -- 9.8 Delegating Control: Challenges to Autonomy - Why Fuel Efficiency Measures Are Resisted -- 9.9 Striving for Efficiency: Contradictions in Employee Involvement - Why Safety Reporting Fails -- 9.10 Do Organisations Learn? -- 9.11 How Level 3 Works -- 9.12 Conclusion -- References -- Chapter 10 Facilitating Aviation - Decision-Making at Level 4 -- 10.1 Introduction -- 10.2 The Nature of Regulation -- 10.3 Regulation as Hierarchical Control -- 10.4 Regulatory Failure -- 10.5 Change Management and Regulatory Failure. , 10.6 Failure, Capture and Crisis - Regulators, Aircraft Manufacturers and the Construction of Safety -- 10.7 Investigation as Feedback -- 10.8 The Pel Air Westwind Ditching -- 10.9 The Fallout -- 10.10 Postscript to Pel Air -- 10.11 Regulation, Investigation, Control and Feedback -- 10.12 Conclusion -- References -- Chapter 11 Training for Competence -- 11.1 Introduction -- 11.2 The Training Problem -- 11.3 Assessment Frameworks and 'Competence' -- 11.4 A Systems View of Competence -- 11.4.1 Competence as 'Normal Work' -- 11.4.2 Competence as Management of Anomalies - Performance in Transitional States -- 11.4.3 Competence in a Crisis - Performance at the Boundary -- 11.4.4 An Outline Competence Model -- 11.5 Non-Training Interventions -- 11.6 Are Stress and Fatigue a Special Case? -- 11.7 Developing Training Interventions -- 11.8 Mapping Competencies onto Training Methods -- 11.9 Conclusion -- References -- Chapter 12 Assessment of Performance -- 12.1 Introduction -- 12.2 Why Assess? -- 12.3 What to Assess? -- 12.4 Assigning a Value to the Performance -- 12.5 Assessors as Sources of Bias -- 12.6 Establishing Reliability and Validity -- 12.7 Training Assessors -- 12.8 Conducting the Assessment -- 12.9 Conclusion -- References -- Index. , Mode of access: Internet at the FAA web site. Address as of 2/13/09: http://www.airweb.faa.gov/Regulatory_and_Guidance_Library/rgAdvisoryCircular.nsf/0/80038cf51aace53686256e24005cbb23/$FILE/AC120-51e.pdf; current access available via PURL.

Additional Edition: ISBN 0-367-68731-3

Language: English