Does CRM Training Improve Teamwork Skills in the Cockpit?: Two Evaluation Studies

Crew resource management (CRM) has been the most widely used instructional strategy to enhance teamwork skills within aviation. However, few studies have provided empirical evidence that this strategy results in increased use of teamwork behaviors. The current paper describes 2 evaluation studies of CRM training that were conducted with 96 naval aviators and followed a multiple assessment approach. Results indicated that highly experienced aviators benefited from the training, which focused on increasing the use of several critical teamwork skills. These rare evaluation data suggest that CRM training is a viable strategy for improving teamwork in the cockpit. Implications for team training are discussed.

[1]  T. Cook,et al.  Quasi-experimentation: Design & analysis issues for field settings , 1979 .

[2]  Charmine E. J. Härtel,et al.  Defining aircrew coordination: Searching mishaps for meaning , 1989 .

[3]  Eduardo Salas,et al.  Planning, Shared Mental Models, and Coordinated Performance: An Empirical Link Is Established , 1999, Hum. Factors.

[4]  Robert L. Craig,et al.  Training and development handbook: A guide to human resource development , 1976 .

[5]  Dennis K. Leedom,et al.  Improving Team Coordination: A Case for Behavior-Based Training , 1995 .

[6]  E. Salas,et al.  Enhancing teamwork in complex environments through team training. , 1997, Group dynamics : theory, research, and practice : the official journal of Division 49, Group Psychology and Group Psychotherapy of the American Psychological Association.

[7]  Florian Jentsch,et al.  Evidence for the Validity of PC-based Simulations in Studying Aircrew Coordination , 1998 .

[8]  E. Salas,et al.  Games teams play: A method for investigating team coordination and performance , 1992 .

[9]  Eduardo Salas,et al.  Team Performance Assessment and Measurement: Theory, Methods, and Applications. Series in Applied Psychology. , 1997 .

[10]  Jon R. Katzenbach,et al.  The Wisdom of Teams: Creating the High-Performance Organization , 1992 .

[11]  Catherine E. Volpe,et al.  Defining Competencies and Establishing Team Training Requirements , 1995 .

[12]  R L Helmreich,et al.  Cockpit Management Attitudes , 1984, Human factors.

[13]  S. Gregorich,et al.  The structure of cockpit management attitudes. , 1990, The Journal of applied psychology.

[14]  Eduardo Salas,et al.  TRAINING TEAM PERFORMANCE‐RELATED ASSERTIVENESS , 1996 .

[15]  Christopher J. Cronin Military Psychology: An Introduction , 1998 .

[16]  Jefferson M. Koonce,et al.  Personal Computer-Based Flight Training Devices , 1998 .

[17]  Eduardo Salas,et al.  Team Effectiveness and Decision Making in Organizations , 1995 .

[18]  Barbara G. Kanki,et al.  Cockpit Resource Management , 1993 .

[19]  Norman E. Lane,et al.  Improving the Measurement of Team Performance: The TARGETs Methodology , 1994 .

[20]  Stephanie C Payne,et al.  Can pretraining experiences explain individual differences in learning , 1996 .

[21]  L. Sjodahl Evaluation of Training. , 1975 .

[22]  Eduardo Salas,et al.  TRAINING AND RESEARCH FOR TEAMWORK IN THE MILITARY AIRCREW. , 1993 .

[23]  T. Vassil,et al.  Groups That Work , 1988 .

[24]  Robert Simon,et al.  Development of Measures of Crew Coordination , 1992 .