Crew Resource Management (CRM) training was first introduced in the late 1970s as a means to combating an increased number of accidents in which poor teamwork in the cockpit was a significant contributing factor. Since then, CRM training has expanded beyond the cockpit, for example, to cabin crews, maintenance crews, health care teams, nuclear power teams, and offshore oil teams. Not only has CRM expanded across communities, it has also drawn from a host of theories from multiple disciplines and evolved through a number of generations. Furthermore, a host of methodologies and tools have been developed that have allowed the community to better study and measure its effect on team performance and ultimately safety. Lacking, however, is a forum in which researchers and practitioners alike can turn to in order to understand where CRM has come from and where it is going. This volume, part of the 'Critical Essays on Human Factors in Aviation' series, proposes to do just that by providing a selection of readings which depicts the past, present, and future of CRM research and training.

This edited volume applies the excellent work done in Crew Resource Management (CRM) in the aviation industry to training teams in other organizations. CRM is not only a design for training, but it also has been evaluated over time and shown great success. This lesson should be transferred to other nonaviation settings, and this book was written with that goal in mind.This book has two purposes. First, it provides those interested in designing and delivering resource management training with useful and practical information containing the latest thinking and guidance available. Second, it launches CRM training as a viable intervention that can be used to enhance teamwork and organizational effectiveness, as well as minimize human error in a wide variety of industries and organizations.Written from experts in the field of training, this volume is organized into four sections that: *address the foundation of resource management training;*focus on the tools needed for design and delivery of resource management training;*apply resource management training to several industries and domains (i.e., medical, naval, airlines); and*look at the global issues, such as culture of organizations, national issues, and error in training.

This edited volume applies the excellent work done in Crew Resource Management (CRM) in the aviation industry to training teams in other organizations. CRM is not only a design for training, but it also has been evaluated over time and shown great success. This lesson should be transferred to other nonaviation settings, and this book was written with that goal in mind.This book has two purposes. First, it provides those interested in designing and delivering resource management training with useful and practical information containing the latest thinking and guidance available. Second, it launches CRM training as a viable intervention that can be used to enhance teamwork and organizational effectiveness, as well as minimize human error in a wide variety of industries and organizations.Written from experts in the field of training, this volume is organized into four sections that: *address the foundation of resource management training;*focus on the tools needed for design and delivery of resource management training;*apply resource management training to several industries and domains (i.e., medical, naval, airlines); and*look at the global issues, such as culture of organizations, national issues, and error in training.

Crew Resource Management (CRM) training was first introduced in the late 1970s as a means to combating an increased number of accidents in which poor teamwork in the cockpit was a significant contributing factor. Since then, CRM training has expanded beyond the cockpit, for example, to cabin crews, maintenance crews, health care teams, nuclear power teams, and offshore oil teams. Not only has CRM expanded across communities, it has also drawn from a host of theories from multiple disciplines and evolved through a number of generations. Furthermore, a host of methodologies and tools have been developed that have allowed the community to better study and measure its effect on team performance and ultimately safety. Lacking, however, is a forum in which researchers and practitioners alike can turn to in order to understand where CRM has come from and where it is going. This volume, part of the ''Critical Essays on Human Factors in Aviation'' series, proposes to do just that by providing a selection of readings which depicts the past, present, and future of CRM research and training.

Crew Resource Management (CRM) training was first introduced in the late 1970s as a means to combating an increased number of accidents in which poor teamwork in the cockpit was a significant contributing factor. Since then, CRM training has expanded beyond the cockpit, for example, to cabin crews, maintenance crews, health care teams, nuclear power teams, and offshore oil teams. Not only has CRM expanded across communities, it has also drawn from a host of theories from multiple disciplines and evolved through a number of generations. Furthermore, a host of methodologies and tools have been developed that have allowed the community to better study and measure its effect on team performance and ultimately safety. Lacking, however, is a forum in which researchers and practitioners alike can turn to in order to understand where CRM has come from and where it is going. This volume, part of the ''Critical Essays on Human Factors in Aviation'' series, proposes to do just that by providing a selection of readings which depicts the past, present, and future of CRM research and training.

Crew Resource Management (CRM) training was first introduced in the late 1970s as a means to combating an increased number of accidents in which poor teamwork in the cockpit was a significant contributing factor. Since then, CRM training has expanded beyond the cockpit, for example, to cabin crews, maintenance crews, health care teams, nuclear power teams, and offshore oil teams. Not only has CRM expanded across communities, it has also drawn from a host of theories from multiple disciplines and evolved through a number of generations. Furthermore, a host of methodologies and tools have been developed that have allowed the community to better study and measure its effect on team performance and ultimately safety. Lacking, however, is a forum in which researchers and practitioners alike can turn to in order to understand where CRM has come from and where it is going. This volume, part of the 'Critical Essays on Human Factors in Aviation' series, proposes to do just that by providing a selection of readings which depicts the past, present, and future of CRM research and training.

This edited volume applies the excellent work done in Crew Resource Management (CRM) in the aviation industry to training teams in other organizations. CRM is not only a design for training, but it also has been evaluated over time and shown great success. This lesson should be transferred to other nonaviation settings, and this book was written with that goal in mind.This book has two purposes. First, it provides those interested in designing and delivering resource management training with useful and practical information containing the latest thinking and guidance available. Second, it launches CRM training as a viable intervention that can be used to enhance teamwork and organizational effectiveness, as well as minimize human error in a wide variety of industries and organizations.Written from experts in the field of training, this volume is organized into four sections that: *address the foundation of resource management training;*focus on the tools needed for design and delivery of resource management training;*apply resource management training to several industries and domains (i.e., medical, naval, airlines); and*look at the global issues, such as culture of organizations, national issues, and error in training.

This edited volume applies the excellent work done in Crew Resource Management (CRM) in the aviation industry to training teams in other organizations. CRM is not only a design for training, but it also has been evaluated over time and shown great success. This lesson should be transferred to other nonaviation settings, and this book was written with that goal in mind.This book has two purposes. First, it provides those interested in designing and delivering resource management training with useful and practical information containing the latest thinking and guidance available. Second, it launches CRM training as a viable intervention that can be used to enhance teamwork and organizational effectiveness, as well as minimize human error in a wide variety of industries and organizations.Written from experts in the field of training, this volume is organized into four sections that: *address the foundation of resource management training;*focus on the tools needed for design and delivery of resource management training;*apply resource management training to several industries and domains (i.e., medical, naval, airlines); and*look at the global issues, such as culture of organizations, national issues, and error in training.

Crew Resource Management (CRM) training was first introduced in the late 1970s as a means to combating an increased number of accidents in which poor teamwork in the cockpit was a significant contributing factor. Since then, CRM training has expanded beyond the cockpit, for example, to cabin crews, maintenance crews, health care teams, nuclear power teams, and offshore oil teams. Not only has CRM expanded across communities, it has also drawn from a host of theories from multiple disciplines and evolved through a number of generations. Furthermore, a host of methodologies and tools have been developed that have allowed the community to better study and measure its effect on team performance and ultimately safety. Lacking, however, is a forum in which researchers and practitioners alike can turn to in order to understand where CRM has come from and where it is going. This volume, part of the ''Critical Essays on Human Factors in Aviation'' series, proposes to do just that by providing a selection of readings which depicts the past, present, and future of CRM research and training.

Crew Resource Management (CRM) training was first introduced in the late 1970s as a means to combating an increased number of accidents in which poor teamwork in the cockpit was a significant contributing factor. Since then, CRM training has expanded beyond the cockpit, for example, to cabin crews, maintenance crews, health care teams, nuclear power teams, and offshore oil teams. Not only has CRM expanded across communities, it has also drawn from a host of theories from multiple disciplines and evolved through a number of generations. Furthermore, a host of methodologies and tools have been developed that have allowed the community to better study and measure its effect on team performance and ultimately safety. Lacking, however, is a forum in which researchers and practitioners alike can turn to in order to understand where CRM has come from and where it is going. This volume, part of the ''Critical Essays on Human Factors in Aviation'' series, proposes to do just that by providing a selection of readings which depicts the past, present, and future of CRM research and training.