Ch 19 Crew Resource Mgmt and Leading Change Flashcards
Ch 19 p 386 > Crew Resource Mgmt (CRM):
Behavior approach to reducing human error in high risk / high consequence areas. Trains FF to achieve max effectiveness in a stressful time-constrained environment.
Ch 19 p 387 > Crew Resource Mgmt (CRM):
Human Error: Dupont’s Dirty Dozen Lack of Comm, Knowledge, teamwork, resources, assertiveness, awareness Complacency Distraction Fatigue Pressure Stress Norms
Ch 19 p 387 > Active Failures:
Active Failures have direct and short-lived effects on the integrity of the defenses….not wearing a seat belt, etc.
Ch 19 p 387 > Latent Conditions:
Latent Conditions: Resident pathogens in the system.
Two kinds of effects:
…..1. error provoking, (ex: understaffing.)
….2. long-lasting holes in defense..(ex: untrustworthy)
Ch 19 p 388 > Error Mgmt Tool:
CRM incorporates 3 activities -
- Avoidance
- Entrapment
- Mitigating consequences.
Ch 19 p 388 > CRM Model (6 area):
- Comm skills
- Teamwork
- Task Allocation
- Critical decisions
- Situational Awareness
- Debriefing.
Ch 19 p 388 > CRM Model broken down:
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
Ch 19 p 388 > Comm skills:
CRM says to keep a “sterile cockpit” CRM encourages people to ask questions
Ch 19 p 388 > Comm Skills:
Do Not focus on WHO is right Focus on WHAT is right
Ch 19 p 388 > Comm Skills:
Effective tactics is to use buzz words such as “red light” or “red flag”
Ch 19 p 389 > Todd Bishop’s 5 steps to
Assertive Statement Process:
Todd Bishop’s 5 steps to this:
- Attention Getter
- State your Concern
- State the Problem
- State the Solution
- Get agreement or buy-in
Ch 19 p 389 > Assertive Statement Process - “Key to remember”:
Purposely refrain from responding to someone until they have DRAINED their emotional bubble.
Ch 19 p 389 > Teamwork:
Teamwork - all must “buy-in”. For CRM this applies formally at the task, tactical, and strategic levels.
Ch 19 p 389 > Leadership:
Informal Leadership is derived through respect. True respect is based on: Personal, Technical, and social values.
Ch 19 p 389 > Leadership Triangle:
Top: Effective Leadership
Bottom Left: Trust and Respect
Bottom Right: Leadership Skills
Ch 19 p 389 > Mentoring:
Mentoring - Leading by example, experience shared with a protege
Ch 19 p 391 > Followership: 4 areas of assessment -
Physical Condition
Mental Condition
Attitude
Understanding Human Behavior
Ch 19 p 392 > Critical Decisions by Gary Klein: 2 models -
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.
Ch 19 p 392 > Situational Awareness:
Situational Awareness is know what’s going on around you. Choosing action now and in the future
Ch 19 p 393 > Maintaining Emergency Scene Situational Awareness - 6 steps:
- Fight the Fire
- Assess problems
- Gather Info
- Choose Best Option
- Monitor Results and change plan if necessary
- Beware of Situational loss factors
Ch 19 p 395 > Recommend Change with Okray & Lubnau’s 5 steps:
- Just the facts
- What did you do
- What went wrong
- What went right
- What’s gonna be done about it?
