Crew Resource Management and Shared Mental Models: A Proposal

Abstract

Crew Resource Management (CRM) training focuses on situation awareness, communication skills, teamwork, task allocation, and decision making. More recently, an interest in cognitive skill is beginning to appear in relation to CRM. One aspect of cognitive skill that has been examined in a variety of team domains is the notion of overlapping or mental models among teammates. While a growing amount of evidence on the relationship between shared mental models and team performance exists, only limited research has focused on the role that shared mental models have-in crew resource management. The purpose of this paper is to provide researchers and practitioners an understanding of the shared mental model construct and the role of shared mental models in team performance, as well as to encourage additional research on this topic within the aviation domain. Crew Resource Management and Shared Mental Models Human error is a major factor in aviation accidents. As a result, pilot training has shifted fiom an emphasis on purely technical skills, to a combination of both technical and teamwork skills (Reynolds & Rhoades, 2004). These training programs have a variety of names, but the most common is Crew Resource Management (CRM). is currently required by all 185 International Civil Aviation Orgauization members, is incorporated into each of the US military branches, and is gaining steady support outside aviation in industries as diverse as nuclear power producers and medical practitioners (American Psychological Association, 2005; Flin, Meams, & O ' C o ~ o r , 2002). Typically, three main skill clusters are targeted: communication, team building and workload management. Within these broad categories, however, content may vary to include: adaptability, assertiveness, communication, leadership, mission analysis, situational awareness, forward planning, risk assessment, group dynamics, stress and coping techniques, and how to monitor automated equipment (Naval Education and Training Command, 2003). The Federal Aviation Administration (FAA) (2004) suggests that CRM training focuses on situation awareness, communication skills, teamwork, task allocation, and decision making within a comprehensive m e w o r k of standard operating procedures (SOP) @. l). Under the topic of team building, the FAA notes that 'This topic includes interpersonal relationships and practices. Effective leadership/followership and interpersonal relationships are key concepts to be stressed. Cunicula can also include recognizing and dealing with diverse personalities and operating styles (p. l2). One area not emphasized is team cognition. The goal of this paper is to foster an understanding of the impact of team cognition in promoting effective team work, and to suggest the addition of team cognition, particularly shared mental models, as a focus of CRM. To accomplish this, we begin by discussing the evolution of CRM. Next, we discuss one aspect of team cognition, shared mental models, and how both implicit communication and team performance can be linked to shared mental models. This discussion includes a review of current research on shared mental models, as well as methods of measuring and training such models. We conclude by suggesting that future research and training incorporate shared mental models. Evolution of Kern (200 1) suggested that the roots of can be found in a 1951 U.S. Air Force Inspector General's report which analyzed data fiom 7518 major accidents between 1948 and 195 1, and found that poor teamwork and