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| Crew Resource Management (CRM): Purpose of this Book | |
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| The Problem with Safety Programs | |
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| Crew Resource Management | |
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| The Cards We Are Dealt | |
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| Overview of Chapters | |
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| References | |
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| Organizational Safety Culture | |
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| Organizational Culture Change--Not More Programs | |
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| The Error-free World | |
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| The Individual Responsibility | |
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| Barriers to Implementation | |
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| Creating the Safety Culture | |
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| References | |
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| Mission Analysis and Planning | |
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| The Formula | |
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| Micro-Training Opportunities | |
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| Positive, Proactive Attitude | |
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| Accountability | |
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| The Risk of Operational Activity | |
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| Risk-Versus-Gain Analysis | |
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| Risk Acceptance | |
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| The Changing Operational Setting | |
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| References | |
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| Situational Awareness | |
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| What Is Situational Awareness? | |
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| How Do We Train for Situational Awareness? | |
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| When Do We Lose Situational Awareness? | |
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| Clues to Loss of Situational Awareness | |
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| Developing Tools to Maintain Situational Awareness | |
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| A Strategy for Maintaining Situational Awareness | |
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| Memory | |
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| Strategies for Increasing Memory | |
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| Conclusion | |
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| References | |
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| Communications | |
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| Types of Communications | |
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| What if Computers Operated Like People? | |
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| Why Are You Communicating? | |
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| Orders Are Made To Be Followed | |
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| Guilty as Charged--Assumptions That Could Kill You | |
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| I Am Aware of the Problems--What Now? | |
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| The Communication System | |
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| Filters | |
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| So, What is Effective Communication? | |
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| References | |
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| It's CRM Leadership | |
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| The First Step--Introduction | |
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| Second Step--Integration | |
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| Third Step--Trust | |
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| Who Is the Leader? | |
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| What Should a Leader be Doing? | |
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| Too Much, Too Late | |
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| Why Worry About Building a Team? | |
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| Team Performance Issues | |
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| Building the Team | |
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| The Organization's Role in Team-building | |
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| Teams: The Leader's Responsibilities | |
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| Practical Leadership | |
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| Where the Rubber Meets the Road | |
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| Conclusion | |
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| References | |
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| Followership | |
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| What Is Followership? | |
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| Tendencies of Junior Personnel | |
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| Hurry-Up Syndrome | |
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| Recommendations | |
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| Conclusion | |
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| References | |
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| Decision-Making | |
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| Decision Models | |
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| There Is a Substitute for Experience | |
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| Toward Better Decision-making | |
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| Decision-Making Aids | |
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| The Decision-Making Environment | |
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| Keys to Good Decision-Making | |
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| On-Scene Tips | |
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| Conclusion | |
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| References | |
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| Debriefing and Critiques | |
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| The Missed Opportunities | |
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| Debriefs, Critiques, After-Action Reviews, and Other What-cha-ma-call-its | |
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| The Atmosphere is "The Blue Line" | |
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| The Pathway to Enlightenment | |
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| The Dos and the Do Nots | |
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| SFRM | |
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| The Wrap-up | |
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| References | |
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| Strategies for Implementation | |
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| The Training Effort | |
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| Conclusion | |
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| References | |
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| Index | |