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2.3.2  CRM training should therefore be instituted as a regular part of the recurrent training requirement, and should include refresher curriculum and practice and feedback exercises such as LOFT, or a suitable substitute, employing video feedback. It is particularly important that some of these recurrent CRM exercises take place with a full crew, with crew members operating in their usual positions. For example, recurrent training LOFT exercises designed for CRM should only be conducted with complete crews. This is stressed because there is a natural tendency to think of CRM as training only for the "managers" or captains. This belief misses the essence of the primary CRM training objective, which is the prevention of crew-related incidents and accidents. The training will be most effective in the entire crew context and this requires training exercises that include all crew members working and learning together. In the past, much of flight crew training has been separated by crew position, and while this may be effective for certain types of training such as technical skills and systems knowledge, it is not appropriate for CRM training.

3  Curriculum Development
3.1  Assumptions and preconditions
3.1.1  Before attempting to develop a programme of CRM training, three major areas must be dealt with on the part of both operator management and course developers: a) global goals;
b) awareness of "good" versus "poor" cockpit performance; and
c) critical planning elements.

3.1.2  There are two global goals which override all other aspects of any flying operation. First, all flying is conducted to satisfy the demands of management and these demands are mainly based on economic considerations. Second, safety must be maximized through joint management and crew responsibility as well as crew co-ordination. These two goals are sometimes mutually supportive and sometimes in conflict. A correct balance is not always easy to maintain, nor is it always clear when one goal or the other is paramount. It is essential that global goals be defined and consciously identified, for they, and the conflicts they can present, are frequently at the root of operational problems.
3.1.3  Awareness of "good" versus "poor" performance is also vital. "`Poor" performances can be more easily identified than good, but "good" performance can be stressed through development of individual role-models. The concept of "good" performance is also vital to preservation of self-image. While one cannot desire improvement until the need for improvement is felt, positive aspects must be stressed in the course development. The need for supportive and co-operative interrelationships among crew members must be accepted by students before a desire to alter individual behaviour can be evoked. Finally, flight crews must be trained to cope with difficult individuals.
3.1.4  The following list presents critical planning elements in any course of CRM training: a) careful selection of instructors (or co-ordinators, as they are often called in CRM programmes). They must be credible and selected on the basis of motivation,
　
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