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Transcript of Introduction
![Page 1: Introduction](https://reader036.fdocuments.us/reader036/viewer/2022062719/568131a5550346895d9813d3/html5/thumbnails/1.jpg)
Introduction
Chapter 1
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Objectives
• Define crew resource management.
• Describe how to achieve collective situational awareness.
• Describe the humanware component.
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Introduction (1 of 2)
• Questions asked after a major incident where a bad outcome causes an investigation:– Why don’t team members speak up when
they perceive something differently from how a group of their peers do?
– What are the effects of a hierarchical system on team performance?
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Introduction (2 of 2)
• Questions (continued):– How can barriers be broken down to
achieve collective situational awareness during critical events?
– How do veterans operate and perceive their surroundings differently from the way novices do?
– What are the internal cultural barriers that impede optimal team performance?
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By the Numbers (1 of 9)
• One strategy integrated into emergency service team performance has been CRM. – First developed and implemented by
commercial airlines– Many agencies and organizations have
attempted to implement programs that rely on CRM principles.
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By the Numbers (2 of 9)
• Of the 11 agencies that received CRM training, only 3 were effectively using CRM after two years.– Lack of commitment by leadership– Lack of follow-up training– Failure to implement nonpunitive methods
for dealing with accidents, errors, and members who spoke openly about concerns
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By the Numbers (3 of 9)
• U.S. fire service experiences 100 line-of-duty deaths and 100,000 lost-time injuries per year. – Line-of-duty death: fatality to an emergency
worker during the course of responding to, training for, or providing service to the public
– Evolution of firefighting tactics means fire fighters are less likely to be killed and injured by flames, smoke, or heat.
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By the Numbers (4 of 9)
• NIOSH fire fighter line-of-duty death reports list these contributing factors:– Communication failure– Poor decision making– Lack of situational awareness– Poor task allocation– Leadership failures
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By the Numbers (5 of 9)
• EMS errors made in patient care could be contained by implementing CRM techniques in high-risk, low-frequency procedures conducted in the field. – The number of medications on EMS vehicles
is getting more attention. – U.S. FDA received 20,000 reports of
medication errors (prehospital and in-hospital) from 1992–2002.
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By the Numbers (6 of 9)
• Extremes of fire behavior in wildland/urban interface make CRM more valuable.– Buildup of natural fuels, scant controlled
mitigation of fire risks, and characteristics of communities lead to situations requiring critical interagency cooperation and communication.
– CRM can be effective in overcoming the changing environment.
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By the Numbers (7 of 9)
• The aeromedical industry is still one of the most dangerous professions. – The rate of helicopter crashes is alarming.– Cost-benefit ratio and medical necessity of
evacuation by helicopter is still debated.– Safe practices should be universal. – Pilots say the largest barrier to safety is lack
of commitment by administrators to provide ongoing training and education.
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By the Numbers (8 of 9)
• When the U.S. Coast Guard applied CRM to its air operations, crashes and accidents were reduced by 70 percent.
• Safety is a human issue affected by:– Cultural change– Error trapping– Ensured high reliability
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By the Numbers (9 of 9)
Source: Adapted from NFPA, Fire Analysis and Research Division,
Fire Fighter Fatalities in the U.S., July 2009.
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Humanware (1 of 7)
• Define the issue and deploy “humanware,” software, and hardware to solve the problem. – “Software” implementation: rewriting training
manuals or operating guidelines– “Hardware” solutions: building construction
modifications– Humanware: people who are part of a team
directed to solve a problem
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Humanware (2 of 7)
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Humanware (3 of 7)
• ICS is used in managing emergency incidents to help identify incident needs and priorities.– ICS lets leaders and managers deploy
resources in a structured, objective manner by:• Identifying roles and responsibilities• Outlining clear lines of communication• Limiting span of control• Providing methods for expanding the incident
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Humanware (4 of 7)
• Some incidents used an outstanding ICS structure, but injury or death occurred because of poor:– Resource allocation– Communication– Incident management
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Humanware (5 of 7)
• CRM provides behavioral expectations for the humanware involved in the incident. – Highlights areas where team communication
breaks down by:• Seeking input
• Acknowledging communication
• Respectfully providing differing opinions
• Resolving conflict
• Monitoring a decision
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Humanware (6 of 7)
• Implementing CRM provides a safer environment in the field and results in team members having a greater understanding of mission goals and objectives.
• CRM helps get maximum and safe performance from all personnel.
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Humanware (7 of 7)
• Synergistic situational awareness is possible if all team members understand:– The mission– The dangers– Their strengths and weaknesses– Their role in team communications
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Preparing for CRM (1 of 3)
• CRM concepts are embraced when they are introduced.
• CRM requires:– Open and honest communication– Immediate analysis of alternate
probabilities– Reliance on each team member’s
strengths
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Preparing for CRM (2 of 3)
• Once CRM is adopted, implementation is more difficult.
• Preparation includes training personnel in techniques of open communication:– A comprehensive approach to identifying
and tracking errors and mistakes– Conflict management training and education– Teaching the power of organizational stories
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Preparing for CRM (3 of 3)
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Summary (1 of 2)
• CRM requires open and honest communication, immediate analysis of alternate probabilities, and a reliance on the strengths that each team member intrinsically brings to the team.
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Summary (2 of 2)
• Implementing the principles of CRM can provide a much safer environment in the field and will result in a greater understanding of the mission goals and objectives.
• An organization that has prepared its employees for CRM also has developed a strong foundation so that the CRM principles will thrive.