Establishing a Broad-Based Development Team
The training department, in cooperation with flight standards, will likely perform most CRM development, but additional members should be considered in forming the development team. In smaller airlines, there may be only one or two individuals who have the time to work on CRM procedure development, but it can be better to have more individuals working as a team rather than only one person doing all the work.
There are several reasons to consider a team approach to developing CRM procedures and the ACRM training as well. First, with just one person you risk losing the entire effort if that person moves to another department or airline. Also, when the development is performed by just one person, it can be more difficult to establish the links to other departments and ACRM can be perceived as just a one-person effort rather than an organizational effort.
The functions of the CRM procedures development team include developing the CRM procedures, building links throughout the organization, and providing input for the ACRM training development. At smaller airlines it is more likely that the CRM procedures development team will go on to develop much of the ACRM program. At larger organizations, where functions are more specialized, the procedures development team will become a resource for the individuals who develop instructor and crew ACRM training.
Working within a team can facilitate this development process. A successful team can help to distribute the effort beyond the training department to other areas of the organization. Also, a team can ensure continuity in the development effort, even when some of the members are not present. Finally, a successful team can achieve more than just the sum of its individual members, thus providing the airline with a more efficient way of developing the CRM procedures.

Ensuring Organizational Communication and Coordination
Good communication with key elements of the organization ensures a well-coordinated effort. Communication starts at the beginning of the process with activities such as the preliminary presentations (see Part 2) and continues throughout the ACRM program. The CRM procedures development team should establish formal as well as informal communications to achieve ongoing, open communication with the main elements of the organization.
Formal communication should include several scheduled reviews, allowing the fleet and standards representatives to see and comment on intermediate versions of the new CRM procedures. Other formal communications may include scheduled briefings and meetings to ensure that other relevant departments are informed of progress and issues in the development process.
Informal communications are important to maintaining flexible and strong links. Inviting interested individuals to attend the working sessions where decisions affecting fleet policy or standards are made enhances communication. Those individuals should participate in the process and be encouraged to contribute their ideas to the development of CRM procedures. This broader audience will ensure that the CRM development team gets input from the rest of the organization and identifies potential problems during the design phase rather than later in development.
　
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