Ch 19 Crew Resource Mgmt and Leading Change

Question 1

Ch 19 p 386 > Crew Resource Mgmt (CRM):

Answer 1

Behavior approach to reducing human error in high risk / high consequence areas. Trains FF to achieve max effectiveness in a stressful time-constrained environment.

Question 2

Ch 19 p 387 > Crew Resource Mgmt (CRM):

Answer 2

Human Error: Dupont’s Dirty Dozen Lack of Comm, Knowledge, teamwork, resources, assertiveness, awareness Complacency Distraction Fatigue Pressure Stress Norms

Question 3

Ch 19 p 387 > Active Failures:

Answer 3

Active Failures have direct and short-lived effects on the integrity of the defenses….not wearing a seat belt, etc.

Question 4

Ch 19 p 387 > Latent Conditions:

Answer 4

Latent Conditions: Resident pathogens in the system.

Two kinds of effects:

…..1. error provoking, (ex: understaffing.)

….2. long-lasting holes in defense..(ex: untrustworthy)

Question 5

Ch 19 p 388 > Error Mgmt Tool:

Answer 5

CRM incorporates 3 activities -

1. Avoidance
2. Entrapment
3. Mitigating consequences.

Question 6

Ch 19 p 388 > CRM Model (6 area):

Answer 6

1. Comm skills
2. Teamwork
3. Task Allocation
4. Critical decisions
5. Situational Awareness
6. Debriefing.

Question 7

Ch 19 p 388 > CRM Model broken down:

Answer 7

No one is infallible Technology is fallible Catastrophes…chain of events Speak up when something is wrong People work together, less mistakes Everyone must participate to be an effective team

Question 8

Ch 19 p 388 > Comm skills:

Answer 8

CRM says to keep a “sterile cockpit” CRM encourages people to ask questions

Question 9

Ch 19 p 388 > Comm Skills:

Answer 9

Do Not focus on WHO is right Focus on WHAT is right

Question 10

Ch 19 p 388 > Comm Skills:

Answer 10

Effective tactics is to use buzz words such as “red light” or “red flag”

Question 11

Ch 19 p 389 > Todd Bishop’s 5 steps to

                   Assertive Statement Process:

Answer 11

Todd Bishop’s 5 steps to this:

1. Attention Getter
2. State your Concern
3. State the Problem
4. State the Solution
5. Get agreement or buy-in

Question 12

Ch 19 p 389 > Assertive Statement Process - “Key to remember”:

Answer 12

Purposely refrain from responding to someone until they have DRAINED their emotional bubble.

Question 13

Ch 19 p 389 > Teamwork:

Answer 13

Teamwork - all must “buy-in”. For CRM this applies formally at the task, tactical, and strategic levels.

Question 14

Ch 19 p 389 > Leadership:

Answer 14

Informal Leadership is derived through respect. True respect is based on: Personal, Technical, and social values.

Question 15

Ch 19 p 389 > Leadership Triangle:

Answer 15

Top: Effective Leadership

Bottom Left: Trust and Respect

Bottom Right: Leadership Skills

Question 16

Ch 19 p 389 > Mentoring:

Answer 16

Mentoring - Leading by example, experience shared with a protege

Question 17

Ch 19 p 391 > Followership: 4 areas of assessment -

Answer 17

Physical Condition

Mental Condition

Attitude

Understanding Human Behavior

Question 18

Ch 19 p 392 > Critical Decisions by Gary Klein: 2 models -

Answer 18

Recognition-primed decision making (RPD - how Commanders can recognize a plausible plan of action. Natualistic Decision Making - How Commanders make decisions in their natural environment.

Question 19

Ch 19 p 392 > Situational Awareness:

Answer 19

Situational Awareness is know what’s going on around you. Choosing action now and in the future

Question 20

Ch 19 p 393 > Maintaining Emergency Scene Situational Awareness - 6 steps:

Answer 20

1. Fight the Fire
2. Assess problems
3. Gather Info
4. Choose Best Option
5. Monitor Results and change plan if necessary
6. Beware of Situational loss factors

Question 21

Ch 19 p 395 > Recommend Change with Okray & Lubnau’s 5 steps:

Answer 21

1. Just the facts
2. What did you do
3. What went wrong
4. What went right
5. What’s gonna be done about it?