Authored by Russell Melvin (Ver 97.3P) 26-Jul-1997Modified by Lt Colonel Fred BlundellTX-129 Fort Worth Senior Squadron

For Local Training Rev 5.0 03-Jar-2014

This Training Slide Show is a project undertaken by Lt Colonel Fred Blundell of the TX-129 Fort Worth Senior Squadron, Fort Worth, TX for local use to assist those CAP Members interested in advancing their

skills. The information contained herein is for CAP Member’s personal use and is not intended to replace or be a substitute for any of the CAP

National Training Programs. Users should review the presentation’s Revision Number at the end of each file name to ensure that they have

the most current publication.

Human ResourceManagement

Crew Resource Management Risk Management Error Management

Working together to promote SAFETY and EFFICIENCY in C.A.P. Mission Operations.

You will be given the tools and yard markers for effective TEAM COORDINATION

Apply these skills to the day to day C.A.P. operations and specific mission tasks.

What You Can Expect

What HRM Is

Safety Leadership Effective Communications Effective Listening Setting the tone

What HRM Is Not

About getting along About being nice (-) Aggressiveness Automatic OPTIONAL!!!

Crew ResourceManagement

Whether you are working with just one other member or a large group on a project, mission or

duty assignment, team coordination and cooperation is the key to successful and safe task

completion.

CRM MUST BE YOUR CORNERSTONE

Four Basic Conceptsof CRM

COMMUNICATIONS

TEAM BUILDING

WORKLOAD MANAGEMENT

TECHNICAL PROFICIENCY

Communications

Brief all mission personnel thoroughly

Clearly communicate decisions about operations of the mission.

Explicitly encourage participation

Seek information and direction from others when needed

Assert with the appropriate level of persistence to maintain a safe operation

Critique yourself and other mission members when appropriate.

Team Building

Involve the entire mission personnel in the decision-making process whenever appropriate or possible

Use appropriate techniques to manage interpersonal and operational conflicts

Adapt to mission member interpersonal differences

Monitor and cope effectively with operational stress remembering that everyone reacts to stress differently

WorkloadManagement

Distribute tasks to maximize efficiency

Prioritize task for effective accomplishment

Manage time for accomplishing tasks

Monitor and analyze all relevant operational factors to maintain situational awareness

Technical Proficiency

Strictly adhere to FAR’s, CAP REG’s, and Standard Operating Procedures

Continually maintain mission skill to the highest degree possible

By continual education in various mission skills upgrade your qualifications

Demonstrate a high degree of professionalism in mission assignments in which you are qualified for

Crew Coordination Guidelines

Test Assumptions Ask the right questions Clearly state your plan or intentions Practice active listening Fly the airplane (pilots) Establish priorities

Crew Coordination Guidelines

(Continued)

Monitor Fellow Crewmembers Delegate Tasks Maintain Situational Awareness Do not accept “KILLER” NORMS Doubts? Share with all Crew Members Be Assertive

CrewEffectiveness Matters

Overall technical proficiency BRIEFING and COMMUNICATION LEADERSHIP and TEAMWORK Situational awareness Decision making Crew self-evaluation AUTOMATION and TECHNOLOGY

Overall Technical Proficiency

Set a professional example. Adhere to Standard Operating Procedures,

FAR’s, CAP Reg.’s, Safety Policies and good judgment practices.

Demonstrate high level mission skills. Be adept at normal and abnormal procedures. Maintain a thorough working knowledge of your

specific mission task assignment.

Briefingand

Communication

Set an open tone. Fully brief operational and safety issues. Explicitly encourage participation. All are obligated to seek and give information. State how, if necessary, SOP deviations will be handled.

Leadershipand

Teamwork

Balance authority and assertiveness. Promote continual dialogue. Adapt to the personalities of others. Use all available resources. Must share doubts with others.

Situational Awareness

Monitor developments ( fuel, supplies or other resources, weather, fatigue, personality conflicts, etc...)

Anticipate require actions.Ask the right questions.Test assumptions, confirm understanding.Monitor workload distribution .Report fatigue, stress and overload in self and others.

Decision Making

Obtain all pertinent informationAll key mission members state recommendations

gathered by surveysBetter idea suggested? DON’T ABANDON YOURS!Clearly State plan or intentions.Fly the Airplane FIRST! (for pilots)Establish BOTTOM LINES.Resolve conflicts and doubts quickly

Self-Evaluation

Debrief key events from every phase of the mission.

Continually discuss successes and mistakes. Ask “How could we have done it better?” Discuss what is right and not who is WRONG.

Team ManagementStyle Module

(-)

Gullible

Submissive

Passive

TASK

R

E

L

A

T

I

O

N

S

H

I

P

(+)

Confident

Decisive

Ambitious

ASSERTIVE

(Combines the positiveaspects of all styles)

(-)WithdrawnNit-Picking

Rigid

AUTONOMOUS

(+)Helpful

SupportiveUnderstanding

(+)Calm

AnalyticalCautious

(-) Arrogant, Controlling, Abrasive

AGGRESSIVE

NURTURING

Desired Outcome

Enhanced safety Cooperative teamwork. Mission effectiveness A genuine feeling of:

increased self esteem,functional team spirit

and improved personal communication skills

Risk ManagementIS IT REALLY WORTH IT

?

Ever Been Preoccupied While Taxing

Everyone is at Risk

The Big Pictureof

Risk Management

Principles Responsibilities Causes of risk Bottom line Benefits

The Principles of Risk

Integrate into planning Accept no unnecessary risk Make risk decision at the proper level Accept risks if benefits outweigh costs Define the risk factor

Define the Risk Factor within the Mission

Merely a hazard?

More of a risk?

Is the risk factor controllable by Risk Management?

What is you “Bottom Line Risk Decision”?

Is it risk management or risk gambling?

Who is RESPONSIBLE for what?

CAP, the Corporate Organization Unit Commanders Unit Staff Individual Members

CAP - The Corporation

Ultimately responsible for the actions of it’s membership, the Civil Air Patrol as a Corporation must continually assess the level of RISK that the Membership in general and the

Corporation as a whole is exposed to.

The Corporation must take decisive and appropriate actions to limit the hazards associated with Risk

Commander Responsibilities

Overall unit risk level

Select or weigh the optimum risk factor from available options

Accept / reject risk based on input, sensibility and greatest benefit to all

StaffResponsibilities

Assist commander by continually evaluating risk factors

Advise the commander when you observe deviations in acceptable risk levels

Implement approved risk control programs

Develop new risk management controls that are effective, benefit safety and the well being of the membership

Individual Member Responsibilities

¨ Understand, accept and implement mandated risk management guidelines and controls

¨ Maintain constant awareness of acceptable risk levels and when they are exceeded

¨ When ever the risk level exceeds the safety level act decisively to eliminate the risk.

Causes of ExcessiveRisk Factors

COMPLEXITY of TASKING

Accelerated mission tasks

Exceeding human and asset resource limitations

Limited or inadequate training in new technologies

Physiological and psychological human factors

What ShouldBe YOUR Bottom Line

First and foremost... Safety

Never accept… “killer norms”

As an individual member you are empowered to stop any event should there be a risk to the wellbeing of the membership… practice risk management

Risk ManagementBenefits

OVERALL SAFETY ENHANCEMENT

Fewer mishaps Preservation of lives and assets

OPERATIONAL BENEFITS

Enhances training Improve mission effectiveness Improved morale Lower associated liability costs

We are all just human and therefore we all make errors

Effectively managing our errors is the key to successful resolution

Error Management

RESISTANCEThose things available to us

yet we tend to resist

Checklists Flight manual Operations manual Cap regulations, 60-1, 55-1 Briefings, weather, fatigue Other mission personnel input Training Standard operating procedures

RESOLVEWhat You Bring

With You

Experience Common sense Attitude Assertiveness Discipline Defined skills The ability to challenge Barriers

Setting a negative tone Ego Fatigue Health Emotional health Stress Gender Reputation

Barriers

RESISTANCE

YOUR

BOTTOM LINE RESOLVERESOLVE

THE FUNNEL OF DEATH

CONSEQUENCES

HRM is somethingwe can all live with yet can not live without

Many Thanks

The following individuals have spent many volunteered hours developing this program for the benefit of the CAP

membership. Dr Hiemlick, University of Houston Continental Airlines Training Department Maj. Mark Thompson-CAP-USAF Pacific Region Gary Woodsmall- National CAP HQ Major Joe Negron- Texas Wing,CAP Major Richard Swanson- Texas Wing, CAP Major Jim Bloomberg - Texas Wing, CAP Captain Jim Magee - Texas Wing, CAP Captain Jim Rhodes - Texas Wing, CAP

WORKING TOGETHER WORKS !!!

Questions?Always Think Safety!