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Crew resource management: improving team work in high reliability industries

Rhona Flin (Rhona Flin (r.flin@abdn.ac.uk) is Professor of Applied Psychology, in the Industrial Psychology Group of the Department of Psychology, Aberdeen University, Aberdeen, UK.)
Paul O’Connor (Paul O’Connor (p.oconnor@abd.ac.uk) is a Research Assistant in the Industrial Psychology Group of the Department of Psychology, Aberdeen University, Aberdeen, UK.)
Kathryn Mearns (Kathryn Mearns (k.mearns@abdn.ac.uk) is a Lecturer, in the Industrial Psychology Group of the Department of Psychology, Aberdeen University, Aberdeen, UK.)

Team Performance Management

ISSN: 1352-7592

Article publication date: 1 June 2002

Abstract

The aviation industry recognised the significance of human error in accidents in the 1970s, and has been instrumental in the development of special training, designed to reduce error and increase the effectiveness of flight crews. These crew resource management (CRM) programmes focus on “non‐technical skills” critical for enhanced operational performance, such as leadership, situation awareness, decision making, team work and communication. More recently CRM has been adopted by other “high reliability” team environments including anaesthesiology, air traffic control, the Merchant Navy, the nuclear power industry, aviation maintenance, and the offshore oil industry. This review paper describes the basic principles of crew resource management, then outlines recent developments in aviation and other high reliability work environments.

Keywords

Citation

Flin, R., O’Connor, P. and Mearns, K. (2002), "Crew resource management: improving team work in high reliability industries", Team Performance Management, Vol. 8 No. 3/4, pp. 68-78. https://doi.org/10.1108/13527590210433366

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MCB UP Ltd

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