c-2a greyhound facilitator crm course

C-2A GREYHOUNDFACILITATOR CRM COURSE

VAW-120

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OVERVIEW

INTRODUCTIONINTRODUCTION

CRM HISTORYCRM HISTORY

CRM PROGRAMCRM PROGRAM

SEVEN SKILLS OVERVIEWSEVEN SKILLS OVERVIEW

SEVEN SKILLS EXPANDEDSEVEN SKILLS EXPANDED

PRESENTATION TECHNIQUESPRESENTATION TECHNIQUES

REVIEWREVIEW

SUMMARYSUMMARY

PRIVILEGED

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• For Official Use Only• This brief contains privileged, limited-use,

limited-distribution information. unauthorized disclosure of the information in this brief or its supporting enclosures by military personnel is a criminal offense punishable under article 92, uniform code of military justice. unauthorized disclosure of the information in this report or its supporting enclosures by civilian personnel will subject them to disciplinary action under civilian personnel instruction 752.

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Rules of Engagement

• Your active participation– What experiences you have had– What potential incidents you have

avoided– What importance you place on CRM

• Application of CRM skills is …Your ResponsibilityYour Responsibility

Learn from others’ mistakes, because you’re not going to live long enough to make all of them yourself.

—Roger Coleman, Lead CRM Developer, AAL

Why CRM?

• To IMPROVE MISSION EFFECTIVENESSof Naval Aviation communities– minimizing crew preventable errors– by enhancing crew coordination– through increased awareness of

associated behavioral skills

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Aviation is Inherently Dangerous

There will always be something or There will always be something or somebody out there trying to kill you...somebody out there trying to kill you...

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CRM History

• In 1977, CRM was adopted by civil operators to improve safety.

• Four skills were identified as critical:– Decision making– Command– Leadership– Communication

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CRM History

• In 1987, the NAVY researched CRM for adoption into its aviation programs.

• The study noted similarities and some significant differences between civilian and military operations.

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CRM History

• Age

• Experience

• Military Rank

• Mission Objectives/ Requirements

• Crew Duties

• Centralized Training

Differences Among Military Personnel / OperationsDifferences Among Military Personnel / Operations

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CRM History

• In 1989, the Naval Air Warfare Center began R&D on a program to apply CRM to tactical operations.

• Research identified seven behavioral skills most common in Naval Aviation.

– Communication– Leadership– Adaptability/Flexibility– Situational Awareness

– Decision Making

– Assertiveness– Mission Analysis

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CRM History

• In 1991, the Naval Safety Center found human error was significant in 50% of all Class “A” mishaps.

• In 1993, “Interim” Aircrew Coordination Training (ACT) was implemented.

• In 1995, OPNAVINST 1542.7A established “Integrated” ACT milestone.

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CRM History

• In 1998, OPNAVINST 1542.7B established Aircrew Coordination Training (ACT) academic requirements/ flight evaluation.

• In 2001, OPNAVINST 1542.7C changed the ACT program’s name to Crew Resource Management (CRM).

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Mishap History

“Human beings by their very nature make mistakes; therefore, it’s unreasonable to expect error-free human performance”

—Shappell & Wiegmann, 1997

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• For the past three decades commercial aviation, the federal government, and more recently the military have expended substantial resources in determining the cause of mishaps.

• Information recovered from cockpit voice recorders, SIRs, HAZREPS, and civilian mishap reports indicate the number one cause is

Human Error

Human Error Background

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CRM History

– Mission Specific– Based on Knowledge,

Behaviors and Skills– Integrated into

Training– Research Supported– Developed by

Aircrews for Aircrews– Incorporates Existing

Knowledge Base– Conforms to

Instructional Strategies

CRM is:CRM is:CRM is:CRM is:

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CRM Future in Navy/ USMC

• Continued integration of CRM concepts into procedures and NATOPS

• Specific CRM simulator training

• Computer Aided Debriefing Systems

• More focus on individual error prevention/mitigation

• Alignment with ICAO standards Data collection and trend analysis

• Automation

• CRM application to other fields

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CRM History

– 1977—CivilianOperators adopt CRM

– 1993–1995—NavalAviation adopts “Interim” ACT/CRM

– FY-05-09—Human Error accounts for 85% of Naval AviationClass A Mishaps

– CRM Program to beT/M-specific and based 7 Skills

SummarySummary

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DiscussionDiscussion

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CRM Program

• Purpose of CRM

• Chain of Command

• Unit-Level Responsibilities

• CRM Training Requirements

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Purpose of CRM

• To IMPROVE MISSION EFFECTIVENESSof Naval Aviation communities– by enhancing crew coordination– through increased awareness of

associated behavioral skills

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Purpose ofCNAFINST 1542.7 Series

• To establish policies, responsibilities and procedures for administration of the Crew Resource Management (CRM) program

– Establishes CRM content– Defines conduct/type of training– Delineates documentation requirements– Assigns CRM responsibilities

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Chain of Command

Controlling Custodians

NASC Pensacola IMM

Curriculum Model Manager (CO)

Program ManagerCRM Instructors CRM Facilitators

CNAF TRAINING POLICY

OPNAV N88

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Curriculum Model Manager (CMM)

• CO of a model manager squadron (VAW-120)

• CRM training program for T/M/S

• Correct number of CRM-I and CRM-F

• Coordinate with T/M NATOPS Model Manager

• Sets focus for the community

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CRM Program Manager (PM)

• A CRM-I designated by the CMM

• Currently: LT HAWKE

• T/M/S SME and fleet POC

• Develop aircraft-specific integrated CRM programs

• Ensure curriculum current and relevant

• Provide CRM materials to the IMMs

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CRM Instructor (CRM-I)

• Train new CRM facilitators

• Conduct annual training and check rides

• Assist PM in distribution and standardization of CRM materials

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CRM Facilitator (CRM-F)

• Conduct and document annual CRM training

• Submit changes (NATOPS, 1542)

• Feedback to Program Manager

• Check rides

• All FRS Pilot and Aircrew Instructors are made Facilitators as part of the IUT Syllabus/Check In.

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Instructor vs. Facilitator

•NATOPS Qualified O-3/E-5 or above

•Graduate of both the NASC IMM CRM Instructor’s Course AND the Curriculum Program Manager’s CRM Facilitator Course

•Designated in writing by the Type/Model Curriculum Model Manager

•Qualified to train CRM Facilitators

• Curriculum Model Manager establishes minimum experience level requirements

•Graduate of Curriculum Program Manager’s CRM Facilitator Course (T/M specific)

•Designated in writing by the unit CO

•Qualified to conduct CRM initial and refresher training

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Unit-Level Responsibilities

• Facilitate integrated CRM training program

• Conduct annual CRM training IAWOPNAVINST 3710.7/ CNAF 1542.7

• Provide feedback to the CRM Model Manager (VAW-120)

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CRM training shall be conducted byCRM training shall be conducted bya designated instructor or facilitatora designated instructor or facilitator

CRM Ground Training

INITIALINITIAL

• Shall occur during undergraduate aviation training and during all fleet replacement/ initial training leading to T/M aircrew designation

REFRESHERREFRESHER

• Shall occur annually while in a flight billet

Specific CRM qualification is required Specific CRM qualification is required for operation of each aircraft T/M/S.for operation of each aircraft T/M/S.

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CRM Ground Training

• CRM Principles and Seven Critical CRM Skills

• Topics Of Concern / Recent Trends

• T/M-Specific Case Study/ Scenario

• Open and Frank Discussion on Current State of CRM

• Must use PowerPoint developed by CRM Model Manager.

Annual Ground Training RequirementsAnnual Ground Training RequirementsCOMNAVAIRFORINST 1542.7A, PARA. 7-D

Annual CRM Flight Evaluation

• Annual Requirement– May be accomplished within 60 days of

expiration without rebasing. – Typically done with NATOPS check.

• CRM-I or CRM-F Required

• May Be Completed In Simulator

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• Must be entered into NATOPS Jacket• Section II, Part C• Utilize CNAFINST 1542.7 encl. 3

• NATOPS Check Paperwork Shall State “Conducted CRM flight evaluation per CNAFINST 1542.7A.”

Training Documentation

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• COs may grant extensions for deployed aircrew whose CRM training will expire.

• Extensions shall not exceed 90 days after return from deployment.

• Document all extensions in NATOPS jacket.

• REBASE YOUR DETS! DON’T PLAN ON EXTENSIONS.

ExtensionsExtensions

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““Personnel who fail to meet CRM Personnel who fail to meet CRM requirements without a written requirements without a written

extension shall extension shall notnot serve as aircrew serve as aircrew members.”members.”

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CRM Program

• Purpose of CRM Program

• Chain of Command

• Unit-Level Responsibilities

• Training Policies

• Qualifications/Evaluation

• Extensions

SummarySummary

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QUESTIONS?QUESTIONS?

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Seven Critical CRM Skills

CRM skills are necessary because errors repeat even

with new technology!

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Decision Making

Assertiveness

Mission Analysis

Communication

Leadership

Adaptability/Flexibility

Situational Awareness

Seven Critical CRM Skills

DAM CLASDAM CLAS

• How do you defineDecision Making?

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Decision Making

Definition:

The ability to choose a course of action using logical and sound judgment basedon available information.

Definition:

The ability to choose a course of action using logical and sound judgment basedon available information.

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Decision Making

• Question:

How do hazardous attitudes affectdecision making?

Negative Effect:Negative Effect:• Peer pressurePeer pressure

• Mind setMind set

• ““Get home-itis”Get home-itis”

• Getting behind theGetting behind theaircraftaircraft

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Decision Makingin the C-2A

• C-2 Capabilities vs. Air Wing Desires

• Detailed Preflight Planning vs. “Canned Route” Attitude

• Any member of a Detachment can end up being put in a position where they need to speak for the OIC

• What isAssertiveness?

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Assertiveness

Definition:

The willingness/readiness to actively participate, state and maintain a position until convinced by the facts that other options are better.

Definition:

The willingness/readiness to actively participate, state and maintain a position until convinced by the facts that other options are better.

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Assertiveness

• Question:

When is it appropriate to be assertive?

Speak up when you Speak up when you encounter:encounter:• Unclear mission Unclear mission

objectivesobjectives• Overly aggressive or Overly aggressive or

passive crewmemberspassive crewmembers• Conflict in the aircraftConflict in the aircraft• Issues not addressed in Issues not addressed in

the debriefthe debrief

Whenever your comfort level is exceeded…

SPEAK UP !

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Assertivenessin the C-2A

• 3P vs Aircraft Commander

• Aircraft Commander vs Aircraft Commander

• 2P/2P Flights

• C-2 vs Air Wing/Air Boss/Flight Deck Handler

• How do you defineMission Analysis?

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Definition:

The ability to develop short-term, long-term and contingency plans and to coordinate, allocate and monitor crew and aircraft resources.

Definition:

The ability to develop short-term, long-term and contingency plans and to coordinate, allocate and monitor crew and aircraft resources.

Mission Analysis

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Mission Analysis

• Question:

What are three components of Mission Analysis?

• Planning and Planning and preparationpreparation

• Monitoring inflight Monitoring inflight mission progressmission progress

• Postflight debriefingPostflight debriefing

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Mission Analysisin the C-2A

• How good is your Debrief?

• What isCommunication?

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Communication

Definition:

The ability to clearly and accurately send and acknowledge information, instructions, or commands, and provide useful feedback.

Definition:

The ability to clearly and accurately send and acknowledge information, instructions, or commands, and provide useful feedback.

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Communication

• Question:

When can experience in flight be a barrier to communication?

• Less experience—Less experience—Less likely to speak upLess likely to speak up

• More experience—More experience—May resist change and May resist change and the need to adaptthe need to adapt

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Communicationin the C-2A

• Detachment personality dynamics

• Enlisted Aircrew/Pilot relationship

• Ship to Shore Communication

• How do you defineLeadership?

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Leadership

Definition:

The ability to direct/coordinate the activities of other crewmembers or wingmen, and to encourage them to work together as a team.

Definition:

The ability to direct/coordinate the activities of other crewmembers or wingmen, and to encourage them to work together as a team.

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Leadership

• Question:

What are some leadership traits that inspire peak performance in a crew?

• DecisiveDecisive

• CompetentCompetent

• Keeping crew informedKeeping crew informed

• Open to suggestionsOpen to suggestions

• Leading by exampleLeading by example

• TrustTrust

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Leadershipin the C-2A

• C-2 Pilots have to grow up fast

• Any member of a Det can be cornered by CAG, Flag, etc

• Leadership challenges associated with being on perpetual “Port Call”

• What is Adaptability/Flexibility?

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Adaptability/ Flexibility

Definition:

The ability to alter a course of action based on new information, maintain constructive behavior under pressure and adapt to internal/external environmental changes.

Definition:

The ability to alter a course of action based on new information, maintain constructive behavior under pressure and adapt to internal/external environmental changes.

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Adaptability/ Flexibility

• Question:

What are some situations that require Adaptability/ Flexibility?

• Routine becomes an Routine becomes an emergencyemergency

• Inclement weatherInclement weather

• CV environmentCV environment

• Changing primary Changing primary missionmission

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Adaptability/ Flexibilityin the C-2A

• This is the C-2 skill

• Legs added to flight

• Destinations changed

• CV arrival intentions can vary/change last minute

• At mercy of DV sched

• Last minute PAX/Cargo

• Hazardous Cargo

• What isSituationalAwareness?

?

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Definition:

The degree of accuracy by which one’s perception of the current environment mirrors reality.

Definition:

The degree of accuracy by which one’s perception of the current environment mirrors reality.

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• Question:

If good situational awareness means looking around at what’s happening, what else must be recognized?

• What led to the present What led to the present situation? situation?

• What will happen in the What will happen in the next 30 seconds,next 30 seconds,10 minutes, etc?10 minutes, etc?

• Crosschecking and Crosschecking and communicationcommunication

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Situational Awarenessin the C-2A

• 80% of Aircraft is behind you

• Who is in your plane?

• What is in your plane?

• What country clearances do you have?

• What does having PAX add to divert considerations?

INSTRUCTION INSTRUCTION TECHNIQUESTECHNIQUES

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• Several polls have been conducted during the last decade, asking Americans what they fear the most.

• The number 1 response, which is above even death--by as much as a 2-1 margin is…..

Adults #1 Fear…

Stage Fright

“The human brain is a wonderful thing. It operates from the moment you’re born until the first time you get up to make a speech.”

--Howard Goshorn

Principles of Communication

• Desire to communicate



• Believe in what you say




• Know your subject





• Know your audience






• Deliver with enthusiasm






• Deliver with enthusiasm

• Rehearse, Rehearse, Rehearse

Instructingvs.

Teaching

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normally involves a great deal of participation by the instructor and very

little by the audience

Interactive Process…Relationships…Thinking

INSTRUCTING1 v Many

TEACHING1 v 1

3 Basic Questions

• Audience - Who am I teaching?

• Material - What do they need to know?

• Instructor - How am I going to present it?

Audience Analysis

• Motivation

• Interest

• Familiarity

• Capability

Know the Material

• Read Everything

• Talk to experts – SME’s

• Write Things Down

Remember...

"The mind can only absorbwhat the butt can endure.“

Brief Fatigue

Presentation Techniques

• Complete Memorization

• Partial Memorization

• Approximate Memorization

Notes

• Note Cards (3X5)

• Sheets of Paper– Power Point Notes

Pages– Fold-over

THERE IS NO SUBSTITUTE FOR PREPARATION AND REHEARSAL

Notes

• Note Cards (3X5)

• Sheets of Paper– Power Point Notes Pages– Fold-over

MAKE IT WORK FOR YOU, NOT AGAINST YOU…

Communicating the Message

• 7% Verbal Content

• 55% Visual Stimulation

• 38% Tone of Voice

Maximizing Verbal Impact

• Relate Relevant Ideas

Create a Mental ImageCreate a Mental Image

• Be Imaginative

• In your own words

• Simplify Complex Concepts and Ideas

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Delivering Presentations

Public Speaking is a Combination of…

- Presentation Content (Material)and

- ShowmanshipShowmanship



ENTERTAINING IS EFFECTIVE

but….

IT IS NOT REQUIRED

NEVER APOLOGIZE !

Your audience will bevery distracted andfew people can rejuvenate an atmosphere littered with self-proclaimed weakness

APPEARANCEAND BODYLANGUAGE

Body Language

• The Hands

Body Language

• The Hands

• Props

Body Language

• The Hands

• Props

• Movement / Eye Contact

Body Language

• The Hands

• Props

• Movement /

Eye Contact

All amount to the audience’s initial assessment of you, and their continued re-assessment of what you're saying

Use of the Voice

• Quality

• Intelligibility

• Variety

Dealing With A Distracting Audience

• The Clown

• The Know-it-all

• The Distracted

Who are these People?

…People who show the following signs.– No Eye Contact– Cleaning Fingernails– Looking Out the Window– Reading or Talking– Sleeping / Drooling

Close Combat

# 1 - Ignore or Dismiss

Close Combat


# 2 - Subtle Confrontation

Close Combat


# 2 - Subtle ConfrontationGet Physically Close

Close Combat


# 2 - Subtle ConfrontationGet Physically Close

Make Eye Contact

Close Combat


# 2 - Subtle ConfrontationGet Physically CloseMake Eye Contact

SAY "STOP!"

Close Combat


# 2 - Subtle ConfrontationGet Physically CloseMake Eye Contact

SAY "STOP!"

Redirect your attention towards the audience

"Never argue with an idiot; people watching may not be able to tell the difference"

--Unknown

Leave time for Questions

• Remain alert

• Repeat the question

• Answer it to the audience

• Finish on a good note

Tips for the Terminally Nervous

Familiarity

• Spaces

• Equipment

• REHEARSE!

"Being able to start is more than half the whole."

--Aristotle

Have Your Opening Nailed

Reduced to it's most Basic form...

You’re only talking...You do that everyday!!!

Annual Training Brief

• Review Annual Training Brief

• Brief location?

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Questions???

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THE END

Remember…Remember…““We train like we fight, and we fight like we train”We train like we fight, and we fight like we train”

c-2a greyhound facilitator crm course

Documents

crm historyin

aalwhy crm

crmapplication of crm

lead crm developer

navy researched crm

crew resource management

military personnel operations

military operations