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The exact nature of a procedure is not specified at this point, but the development team needs to specify where a procedure should be considered for insertion into SOP and be clear how a CRM procedure would substantially improve crew performance. The CRM procedures development team should be aware of the benefits and possible liabilities of each procedure they plan to add. Their role of identifying areas for new or modified procedures should be tempered with the realization that too many procedures, or ones in the wrong place, can be as dangerous as no procedures at all.
. CRM procedures may be embedded in most critical crew activities.

Example of a CRM Procedure Needs
In order to pinpoint the types of briefing and workload problems that crews were having, one carrier sent out an instructor/evaluator questionnaire similar to that in Appendix B. They received back valuable information about the specific types of problems observed in recurrent training. For example, "Briefing - sets tone, calls for questions, participation encouraged, states how SOP deviations will be handled," was ranked as the number one or two problem by a number of instructors who provide the following remarks:
INSTRUCTOR ONE REMARKS:  BRIEFINGS
Briefings I have seen are typically too "general" & often fail to specifically address how a problem should be handled. Also, I think the briefings to flight attendants are usually cursory and often totally inadequate.

INSTRUCTOR TWO REMARKS:  BRIEFINGS
It is rare that any crew gave good briefings, therefore there were many unanswered questions.

This same group of instructor/evaluators identified "Workload/distractions avoided - Overload in self and others reports. Task prioritized to deal with primary flight duties first, recognize distractions," as another important problem. Their specific comments read:
INSTRUCTOR THREE REMARKS:  WORKLOAD
Crews can often be distracted by an ATC call or some other non-related distraction. I think the main reason for this is failure to distribute and delegate specific duties.

INSTRUCTOR FOUR REMARKS:  WORKLOAD

Crew usually performs too fast. PNF usually over loaded.

 

Specifying CRM Procedures

Specifying Gaps in Existing Procedures and Documents
With the problems, their location, and probable cause specified, the next step is to propose one or more procedures to address the problems. Working with the location and probable cause, it is possible to look at the existing briefs, documents, and procedures used in that immediate environment and determine if a change or addition would address the performance problem.
If nothing in the current SOP addresses the specific CRM performance problem, then there is a gap. It is also possible that an inconsistency in procedures is actually causing the problem. A problem with an existing procedure, such as distracting or confusing crews in certain conditions, may also be causing a problem. When reviewing existing SOP and documentation, look for problems with existing procedures and lack of consistency, as well as gaps, where the performance problem is not being addressed. Identify the procedural causes or obstacles to better crew performance.
　
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