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This edited volume applies the excellent work done in Crew Resource
Management (CRM) in the aviation industry to training teams in
other organizations. CRM is not only a design for training, but it
also has been evaluated over time and shown great success. This
lesson should be transferred to other nonaviation settings, and
this book was written with that goal in mind.
This book has two purposes. First, it provides those interested in
designing and delivering resource management training with useful
and practical information containing the latest thinking and
guidance available. Second, it launches CRM training as a viable
intervention that can be used to enhance teamwork and
organizational effectiveness, as well as minimize human error in a
wide variety of industries and organizations.
Written from experts in the field of training, this volume is
organized into four sections that:
*address the foundation of resource management training;
*focus on the tools needed for design and delivery of resource
management training;
*apply resource management training to several industries and
domains (i.e., medical, naval, airlines); and
*look at the global issues, such as culture of organizations,
national issues, and error in training.
Crew Resource Management (CRM) training was first introduced in the
late 1970s as a means to combating an increased number of accidents
in which poor teamwork in the cockpit was a significant
contributing factor. Since then, CRM training has expanded beyond
the cockpit, for example, to cabin crews, maintenance crews, health
care teams, nuclear power teams, and offshore oil teams. Not only
has CRM expanded across communities, it has also drawn from a host
of theories from multiple disciplines and evolved through a number
of generations. Furthermore, a host of methodologies and tools have
been developed that have allowed the community to better study and
measure its effect on team performance and ultimately safety.
Lacking, however, is a forum in which researchers and practitioners
alike can turn to in order to understand where CRM has come from
and where it is going. This volume, part of the 'Critical Essays on
Human Factors in Aviation' series, proposes to do just that by
providing a selection of readings which depicts the past, present,
and future of CRM research and training.
This edited volume applies the excellent work done in Crew Resource
Management (CRM) in the aviation industry to training teams in
other organizations. CRM is not only a design for training, but it
also has been evaluated over time and shown great success. This
lesson should be transferred to other nonaviation settings, and
this book was written with that goal in mind.
This book has two purposes. First, it provides those interested in
designing and delivering resource management training with useful
and practical information containing the latest thinking and
guidance available. Second, it launches CRM training as a viable
intervention that can be used to enhance teamwork and
organizational effectiveness, as well as minimize human error in a
wide variety of industries and organizations.
Written from experts in the field of training, this volume is
organized into four sections that:
*address the foundation of resource management training;
*focus on the tools needed for design and delivery of resource
management training;
*apply resource management training to several industries and
domains (i.e., medical, naval, airlines); and
*look at the global issues, such as culture of organizations,
national issues, and error in training.
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