Crew Resource Management Training Research, Practice, and Lessons Learned

Salas, Eduardo; Wilson, Katherine A.; Burke, C. Shawn; Wightman, Dennis C.; Howse, William R.

doi:10.1177/1557234x0600200103

Cited by 16 publications

(19 citation statements)

References 68 publications

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“…Based on the results of the present study and on the plethora of literature from more than two decades of CRM research and practice (e.g. Cannon-Bowers et al 1995;Salas et al 1999;Salas et al 2006a;Flin et al2008;Helmreich et al 1999;Salas et al 2006b), we would like to make the following recommendations for BRM training design and implementation:…”

Section: Resultsmentioning

confidence: 99%

“…Reviews and meta-analyses show that CRM training is generally effective , it is positively perceived by participants and consistently improves teamwork-related attitudes (Salas et al 2006b;O'Connor et al 2008). While CRM training induces changes in knowledge and behaviour, effect sizes vary considerably (Ibid.)…”

Section: Introductionmentioning

confidence: 99%

“…As bridge resource management training is not mandatory, this kind of training has been evolving slower than CRM, is not as common place as CRM and less research has been conducted on training effectiveness than in aviation. Although there are some papers that report BRM training effects (Fonne and Fredriksen 1995;Byrdorf 1998;Brun et al 2005;O'Connor 2011), there are just as many papers calling for more and better research into BRM training (Barnett et al 2003;Hetherington et al 2006;Salas et al 2006b;O'Connor et al 2008).…”

Section: Introductionmentioning

confidence: 99%

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Effects of a classroom-based bridge resource management training on knowledge, attitudes, behaviour and performance of junior naval officers

Röttger

Vetter²,

Kowalski³

2015

WMU J Marit Affairs

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This study asses the effectiveness of classroom-based bridge resource management (BRM) training for junior naval officers, in which general principles of human behaviour and performance in teams and under stress were conveyed. Although BRM training is recommended by the International Maritime Organization and is increasingly common in seafaring, very little is known about whether the adaptation of crew resource management (CRM) training from aviation to the maritime domain has been successful and what type of training is effective. A study with a quasi-experimental, two-factorial mixed design was conducted with BRM training as the between factor and time as the within factor. For 117 study participants, evaluation criteria were assessed on all levels as defined by Kirkpatrick (Train Dev J, 178-192 1979): subjective training evaluation, knowledge, attitudes and behaviour as well as performance while commanding a vessel during a realworld exercise. BRM participants showed better subjective training evaluations and more BRM-related knowledge than controls. Training did not produce differences between groups regarding BRM-related attitudes, the demonstration of non-technical skills or the overall success in the real-world exercise. Overall, BRM training effectiveness was rather low, which can most probably be attributed to the focus of training on generalizable knowledge, skills and attitudes at the expense of their specific application to the context of the real-world exercise. In the design of BRM and CRM training courses alike, the effective application of general principles to a given context must be defined, and the application must be emphasised during training delivery.

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Effects of a classroom-based bridge resource management training on knowledge, attitudes, behaviour and performance of junior naval officers

Röttger

Vetter²,

Kowalski³

2015

WMU J Marit Affairs

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“…The communities implementing CRM training must demand it. We need a mandate compelling researchers to conduct more robust research, access to the data (e.g., open cockpits, operating rooms) and resources (e.g., money) to make this a reality (Salas et al, 2006a). Although a significant effect of CRM training was only found at the attitude level, the findings from the meta-analysis of CRM effectiveness are encouraging.…”

Section: Resultsmentioning

confidence: 99%

“…Teaching methods include lectures, practical exercises, role playing, case studies, and video films of accident reenactments. To date, there is no standard set of competencies (i.e., knowledge, skills, and attitudes) that should be included as a part of CRM training, and wide array of concepts have been deemed "CRM" (Salas, Wilson, Burke, Wightman & Howse, 2006a). The literature tells us that CRM courses typically cover core topics such as teamwork, leadership, situation awareness, decision making, communication, and personal limitations (Flin & Martin, 2001;Salas et al, 2006a).…”

Section: Introductionmentioning

confidence: 99%

Crew Resource Management Training Effectiveness: A Meta-Analysis and Some Critical Needs

O’Connor¹,

Campbell

Newon

et al. 2008

The International Journal of Aviation Psychology

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Empirical studies of Crew Resource Management (CRM) training effectiveness were subjected to meta-analysis. Sixteen CRM evaluation studies were found to fulfill the a priori criteria for inclusion in the meta-analysis. The metrics of CRM training effectiveness analyzed were: reactions, attitudes, knowledge, and behaviors. CRM trained participants responded positively to CRM (a mean of four on a five point Likert scale) and the training had large effects on the participants' attitudes and behaviors, and a medium effect on their knowledge. The findings from the meta-analysis are encouraging for the effectiveness of CRM training. However, there is a need for researchers, and reviewers, to be more rigorous about the data included in papers reporting CRM evaluation to allow effect sizes to be calculated.2

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Team Flow Among Firefighters: Associations with Collective Orientation, Teamwork-Related Stressors, and Resources

Aust

Heinemann

Holtz³

et al. 2023

Int J Appl Posit Psychol

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Flow is often experienced under stress-related conditions and associated with improved performance and well-being. Different workplace stressors and resources demonstrably affect individual flow. Considering the team level, our study explores the associations between typical teamwork-related stressors and resources and team flow. Firefighters work under extremely challenging conditions and rely on functioning teamwork processes, thereby constituting a promising sample for examining team flow and its associated factors. An online questionnaire was implemented in Germany examining frequency of team flow, experienced teamwork-related stressors, and resources in firefighting missions. Collective orientation was also measured as a factor potentially associated with team flow. The final sample consisted of 317 experienced firefighters. Multiple regression analyses showed that the more often firefighters experienced stressors of teamwork (e.g., problems regarding leadership or lacking shared mental models) the less often they experienced team flow. Conversely, the experience of resources of teamwork (e.g., good communication and shared mental models) was associated with more frequent team flow. Collective orientation was positively associated with team flow. As team competencies are trainable, the study offers concrete approaches for interventions strengthening teamwork and team flow, thereby benefitting firefighters but also teams in other professions.

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Crew Resource Management Training Research, Practice, and Lessons Learned

Cited by 16 publications

References 68 publications

Effects of a classroom-based bridge resource management training on knowledge, attitudes, behaviour and performance of junior naval officers

Effects of a classroom-based bridge resource management training on knowledge, attitudes, behaviour and performance of junior naval officers

Crew Resource Management Training Effectiveness: A Meta-Analysis and Some Critical Needs

Team Flow Among Firefighters: Associations with Collective Orientation, Teamwork-Related Stressors, and Resources

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