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Risk perception
Published in Helle A. Oltedal, Margarera Lützhöft, Managing Maritime Safety, 2018
Safety climate has been shown to be a good indicator of safety performance in an organization (Griffin & Neal, 2000) and a useful tool in ascertaining workers’ perceptions of the way that safety is being put in practice (Cooper & Phillips, 2004). The relationship between safety climate, safety behaviours and safety outcomes has also been identified as being reflected within the maritime domain (Lu & Tsai, 2008, 2010). In a study involving 291 seafarers from container vessels, safety climate was examined in relation to crew fatalities and vessel failures. Lu & Tsai (2008) found that the seafarers’ risk perception was very much influenced by the number of fatalities and vessel failures. In particular, where the crew’s views about aspects such as safety practices, safety attitudes and safety training were positive, this was related to fewer fatalities. Consistent with other studies in this area, Lu and Tsai (2010) also found a significant positive relationship between safety climate and self-reported safety behaviours in a study of 608 seafarers engaged on container vessels. Seafarers were more likely to report positive safety behaviours if they perceived safety rules and policies (safety management systems), management values and supervisor’s (such as masters, chief mates and chief engineers) safety behaviours as effective. It has been argued that, if perceived risk affects behaviour, then influencing risk perception may result in behaviour change (Rundmo, 1999). In attempting to encourage positive behaviours, industries such as airlines and health care have in place a form of non-technical skills (NTS) training through what is commonly referred to as Crew Resource Management. CRM training focuses on the concept of ‘error management’ and has shown to positively affect safety behaviour. In the maritime sector, this is better known as Bridge Resource Management (BRM) and is discussed in more detail in Chapter 5.
Performance Shaping Factor Dependency Assessment Based on International Civil Aviation Accident Report Data
Published in International Journal of Human–Computer Interaction, 2023
Yanlong Wang, Lijing Wang, Dayong Dong, Yingchun Chen, Yabin Hao
Particularly, when Cognitive and Psychological Characteristics is the mediator, the indirect effect is larger than the direct effect (56.6% vs 43.4%). The reason is that pilot training, to a large extent, affects the occurrence of human error indirectly by influencing the knowledge and skills of pilots. CRM refers to the flight crew making full use of all available resources inside and outside the cockpit to safely complete the flight mission. The concept of CRM covers crew coordination, communication, decision-making and risk management, leadership, etc., all which can be improved by adequate training and are useful to prevent human error. Therefore, Training Plan can indirectly affect flight crew errors through the mediation of CRM. The effect of training on the Adequacy and Use of Procedures is more reflected in that adequate training can make the flight crew more familiar with the standard operation procedures (SOPs), especially the abnormal procedures, deepen their understanding of the procedures, so as to help promote the flight crew to comply with the SOPs.
State of science: models and methods for understanding and enhancing teams and teamwork in complex sociotechnical systems
Published in Ergonomics, 2022
Aaron P. J. Roberts, Leonie V. Webster, Paul M. Salmon, Rhona Flin, Eduardo Salas, Nancy J. Cooke, Gemma J. M. Read, Neville A. Stanton
The research pertaining to TT interventions is broad and varied, with in excess of 60 scientific reviews undertaken to understand precisely what interventions work, for whom, and in what context. For example, one of the first meta-analyses regarding the efficacy of TT examined the relative contribution of four different TT strategies (CRM, TCAT, CT, and GTSC) on performance (Salas, Nichols, and Driskell 2007). Evaluated collectively, TT demonstrated a significant, small to moderate tendency to improve team performance. Specifically, TCAT was found to make the most significant contribution to the effectiveness of TT. Consequently, many of the TT interventions delivered since this meta-analysis bear the hallmarks of TCAT (e.g. teaches teamwork skills and tests them in a variety of challenging scenarios) without necessarily terming the intervention as such. Indeed, CRM is considered to be one of the most well-known and well-researched forms of team coordination training (Weaver et al. 2010). CRM, originally designed in response to a number of fatal aviation accidents, is a skills training programme that aims to normalise error and generate strategies for the management of error principally through the improvement of teamwork (Flin, O’Connor, and Mearns 2002; Kanki, Anca, and Chidester 2019). Meta-analyses have shown that CRM can have a significant positive effect on knowledge, attitudes, and behaviour in both the aviation (O’Connor et al. 2008) and healthcare (O’Dea, O’Connor, and Keogh 2014) industries.
Job demands perceived by cabin crew in airline companies: a case in Turkey
Published in Theoretical Issues in Ergonomics Science, 2021
The development process of the concept of safety in the aviation sector has brought with it applications such as CRM to ensure and increase safety in aviation operations. The generally accepted term for such training for flight crew was ‘cockpit resource management’. However, considering the applicability of this approach to other members of the aviation community, including cabin crews, flight attendants and maintenance personnel, the term ‘Crew Resource Management’ has gained wider popularity and currency. CRM involves not only increasing the alignment between human and machine, but also includes activities such as planning and decision making, problem solving and situation reasoning, interpersonal skills, relationship management, communication, leadership and team management. CRM training involves linking basic information about human factors with the field of aviation and providing the tools needed to implement this information operationally (Wiener, Kanki, and Helmreich 2010).