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Robert L. Helmreich

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Publications by Robert L. Helmreich (bibliography)

1993

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Mosier, Kathleen L., Wiener, Earl L., Price, Alan W., Helmreich, Robert L. and Riley, Victor (1993): Resource Management in the Highly Automated Airspace System. In: Proceedings of the Human Factors and Ergonomics Society 37th Annual Meeting 1993. pp. 60-62.

“The introduction of highly sophisticated, glass cockpit aircraft has profoundly affected the flightdeck environment, and has changed the nature of crew resource management (CRM). CRM and decision making in advanced aircraft are qualitatively different from the same processes in older fleets. Automation also alters the nature of interaction among crewmembers, and between crewmembers and Air Traffic Control (ATC) These differences would seem to necessitate special training and procedures for CRM in glass cockpits. Moreover, training for managing automation cannot be merely an added module in current CRM programs. The effects of automation pervade throughout all aspects of resource management. Coincidentally, advances in the air traffic control system are altering the modern airspace environment. In the not-too-distant future, it will be possible for ATC computers to generate or amend clearances, which the Air Traffic Manager will send to the aircraft via datalink. The aircraft FMS (flight management system) will determine whether or not the clearance may be accepted, and its effects on fuel consumption, arrival time, etc. The role of the pilot will be to accept or reject the suggested clearance. The effects of automation on operator and team processes in both of these domains, as well as on the interaction between the domains, has only begun to be defined. Some of the issues already raised in the flightdeck realm, such as diffusion of responsibility among crewmembers, the breakdown of traditional roles and responsibilities as a result of familiarity with automation, or the possibility that crewmembers will "communicate" more with the automation than with each other, may only be exacerbated by increased automation in the air-ground communication link. The goal of this panel is to present an overview of some of the issues and questions to be resolved if resource management is to be a vital construct in the highly automated airspace system. To open discussion, the first panel member will present an overview of the general issues involved in the confluence of CRM and automation. Following, an industry representative will discuss one airline's specialized program to introduce crewmembers to the glass cockpit, and guide them in the appropriate use of automation. The measurement of CRM components specifically related to crew interaction with automation will be the focus of the third panelist. The analysis of CRM issues associated with equipment design, and, in particular, with the introduction of datalink communication systems, will be the next panel topic. Lastly, possible implications for human operators of the increasing sophistication and decision-making capabilities of automated systems in the air and on the ground will be introduced. The panel chair will summarize the major points and propose questions for discussion.”

1992

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Taylor, James, Robertson, Michelle M., Helmreich, Robert L., Kanki, Barbara, Diehl, Alan and Sherman, Paul J. (1992): New Directions of Cockpit Resource Management (CRM) Training. In: Proceedings of the Human Factors Society 36th Annual Meeting 1992. pp. 895-896.

“Training in cockpit resource management training (now known generically as crew resource management training) for airline flight crews was introduced in the late 1970's. It has spread through many air carriers in the U.S. commercial aviation industry, to several foreign carriers and to various sectors of U.S. and Canadian military aviation. This training has also been extended from the cockpit to cabin crews to maintenance and to air traffic control. Although specific programs differ from one organization to another, CRM as used here typically involves training in several interpersonal and team-related concepts: (e.g., communication skills, team decision-making) as well as skills for individual decision making such as self-knowledge, situational awareness, and assertiveness skills. The effect of CRM training in airline flight operations has been widely studied during the 1980s. Numerous reports document CRM's positive impact on the attitudes and performance of flight crews (cf., Helmreich, Foushee, Benson,&Russini, 1986; Helmreich, Predmore, Irwin, Butler, Taggart, Willhelm, Clothier, 1991). Taken together the evidence shows that team coordination among aviation "mangers" and between them and subordinates, improves system effectiveness and safety. Teamwork in aviation has recently become a topic of importance and interest. For example, as a result of recent work researching team concepts in aviation maintenance, further investigations have been recommended by both industry and government groups as a national priority (Federal Aviation Administration "The National Plan for Aviation Human Factors," Washington, DC: 1991). CRM training has subsequently been introduced to maintenance and in Air Traffic Control as well. The intention of this panel is to discuss the underlying concepts of teamwork training, its historical perspective, and current research activities and state of the art of CRM training and its varied application in the aviation field. The first panelist will present a brief historical background and philosophy of CRM and how the foundation of CRM training was established. Building on this, the second panelist will discuss CRM research activities as it relates to flight crews in the commercial aviation area. The third panelist will present the implementation of CRM in the military setting and what effects it has had on flight crew safety and effectiveness. The application of CRM to maintenance operations will be the focus of the fourth paper which describes implementing a CRM-type training in maintenance and its effects on maintenance performance. Lastly, the fifth panelist will present the initial stages of assessing air traffic controller's attitudes towards management CRM-related concepts. Concluding the panel discussions will be the panel chair who will summarize and highlight the major points.”

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