5.2 Stress
A factor which can quickly undermine the emotional climate in which the crew is operating is stress - defined as a state of highly unpleasant emotional arousal associated variously with overload, fear, anxiety, anger and hostility - all of which threaten both individual performance and teamwork. Stress often arises as a result of a perceived gap between the demands of a situation and an individual’s ability to cope with these demands. As stress involves the processes of perception and evaluation, it impinges directly on the cognitive and interpersonal skills which form the basis of good CRM. Both arousal and alertness are necessary to enable each individual to achieve optimum performance in CRM-related skills, but too much or too little arousal will have a significantly adverse impact on the ability of the crew to function effectively as a team. It is therefore important for crew members not only to be aware of the symptoms of stress in themselves and others, but also to understand the effects which stress can have on CRM, and to mitigate these effects where possible by taking measures to counter them.

5.3 Managing Stress
In high pressure situations, stress can be relieved by establishing priorities and by delegating tasks to other members of the crew, but this technique can be successfully implemented only if an organisational culture has been established in the first instance which empowers subordinates by training them in the cognitive and interpersonal skills which will enable them to take on additional responsibility when the circumstances call for it. In a low pressure situation, where fatigue, boredom and over-familiarity with the task are the greatest hazards, careful attention to environmental conditions such as heat, humidity noise, vibration and lighting can help to maintain alertness. Concern of individual crew members for their own physical well-being by keeping fit and maintaining a healthy life-style, in so far as the demands of the job allow, will also help to ensure that they are best able to contribute to the team effort when the need arises.

5.4 Commercial, organisational presures and morale
Stress has been discussed earlier, but special mention should be given to commercial and organisations pressures, whether short term or long term, since these are often cited as being stressors, and can have an effect on morale. This topic is not specifically addressed within this document, but needs to be taken into account by CRM instructors when training, and when debriefing, and an opportunity given to the pilot undergoing training or checking to voice his/her concerns if such pressures are perceived to be a problem. Of course the solution to such a problem is not within the remit of CRM, or of training in general, but it may be appropriate for the instructor to provide feedback to the operator of this, and any other, issue(s) which might be adversely influencing the performance of flight crew, and hence CRM.

5.5 Fatigue
The theory of fatigue is covered in Appendix 3. Alertness and fatigue are factors which can affect individual performance and hence, CRM. The more fatigued you are, the less able you will be to cope with stress and workload. Obviously, efforts should be made to avoid undue fatigue in the first place but if it is unavoidable, good CRM should help you recognise the signs of fatigue in yourself and others, and take appropriate measures to ensure that it is not detrimental to performance (e.g. napping, where appropriate and allowable, drinking coffee, etc.). Fatigue is a major and sometimes complex topic within human factors, and is only referred to briefly here as one of the several factors which can affect performance.
　
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