曝光臺 注意防騙 網曝天貓店富美金盛家居專營店坑蒙拐騙欺詐消費者

Allowing subordinate crew members to participate in the decision-making process does not mean that all decisions have to be made by committee. The degree of participation or otherwise from subordinate crew members depends to some extent on the type of behaviour which underpins the decision.
Skill-based behaviours rely to a large extent on prior learning and any associated decisions are made mainly subconsciously. In this situation, other crew members provide a passive monitoring role, although this may call for assertive intervention if the level of skill being displayed by the decision-maker falls below a safe standard (for example, if it is perceived by a non-flying crew member that the aircraft may be inadvertently descending in cloud towards high ground). Rule-based behaviours rely on previously-considered courses of action such as Standard Instrument Departures (SIDs), Standard Operational Procedures (SOPs), Flight Manuals, etc, and the associated decisions are made partly in the subconscious, where previous experience and training come into play, and also in the conscious mind, where previous learning is compared with the realities of the current situation. In these circumstances the participation of another crew member may be required to provide verification of the situation and validation of the course of action being proposed by the decision maker. Finally, knowledge-based behaviour is utilised in a situation which has not previously been encountered. In these circumstances, the crew is called upon to make a decision based upon a rational appraisal of the facts, so there may be considerable scope for the involvement of other crew members and - if time and circumstances permit - even outside agencies such as ATC or Technical Control.
The degree of participation in the decision-making process also depends to a considerable extent on the organisational culture, as well as current social norms. These factors include the aircraft commanders’ perception of his or her role and authority, and the way in which this perception is shared by other crew members and the various supporting agencies. In today’s climate, commanders who manage the flight in an open and affiliative style, and who state their intentions from time to time in the course of the flight, are more likely to secure the co-operation and participation of other crew members than those who are overbearing and autocratic. Command style, however, is normally based on a perception of what the company or organisation expects from each individual crew member, and effective CRM will therefore flourish only where an organisational culture exists which empowers and encourages subordinate crew members to assist the Captain by participating appropriately in the decision-making process whenever the need for them to do so arises.

4 Interpersonal Skills
4.1 Communications
From the foregoing discussion on cognitive skills, it is evident that effective communication between crew members is an essential prerequisite for good CRM. Research has shown that in addition to its most widely perceived function of transferring information, the communication process in an aircraft fulfils several other important functions as well. It not only helps the crew to develop a shared mental model of the problems which need to be resolved in the course of the flight, thereby enhancing situational awareness, but it also allows problem solving to be shared amongst crew members by enabling individual crew members to contribute appropriately and effectively to the decision-making process. Most importantly, it establishes the interpersonal climate between crew members and is therefore a key element in setting the tone for the management of the flight.
　
中國航空網 m.k6050.com
航空翻譯 www.aviation.cn
本文鏈接地址：CAP 737 Crew Resource Management (CRM) Training 機組資源管理培訓(10)