The crash of Asiana flight 214 at San Francisco International Airport has put aviation safety back in the spotlight. It’s far too early to tell definitively what happened in the crash. What we do know for certain is that this is the safest period for U.S aviation in history and improved communication is a big reason why.
I spoke to several experts in the airline industry who all attribute mandatory Crew Resource Management (CRM) training as a key reason behind the remarkable safety record in the U.S. Kevin Hiatt is the President and CEO of the Flight Safety Foundation, a leading voice promoting aviation safety worldwide. Hiatt told me that an airline captain trained in CRM is a leader who is open to discussion, invites feedback from every member of the crew, listens carefully to their opinions, weighs the opinions, and takes decisive action. This wasn’t always the case. After a series of plane crashes in the 1970s, the airline industry came together in 1979 and implemented the first “cockpit” resource management program, later changed to “crew” resource management. The program was so successful that the FAA made CRM a requirement for all domestic airlines in 1991. Today most airlines around the world also follow the training guidelines because it’s required for IOSA certification, the global standard for safety.
Suzanne Gordon is the co-author of Beyond The Checklist, a book that details the changes in the aviation industry and applies those methods to improve safety and reliability in the health care industry. According to Gordon, the captain must solicit, listen, and act on information. But it doesn’t work if the crew fails to “assertively and urgently” provide the information. Gordon says today airlines are required to create a culture that fosters and encourages such feedback.
Thanks to communication training, the days of the authoritative pilot whose orders went unquestioned are largely over. “CRM is more than a method of operations, it’s an attitude,” says Hiatt. “It requires open communication among pilots. Through proper training, information flow in the cockpit has improved significantly to mitigate issues and has contributed greatly to the safety of flight.”
CRM has changed the attitude in the cockpit and that transformation in attitude helps keep the skies safer—a lot safer. One commercial airline pilot told me that he makes CRM a daily part of his briefings. In the cockpit, where he is always with a first officer, he’ll turn to the person in the jump seat (airline executives, mechanics, or pilots who are not operating the aircraft) and says, “You’re my third set of eyes. If you see something, say something.” It doesn’t work if the leader—in this case the captain—doesn’t create an atmosphere in which feedback is not only welcome, it’s mandatory! A pilot is expected to set the tone from the beginning of his or her interactions with the crew. He or she should be friendly, personable, and encouraging a culture of openness before, during, and after the flight.
In order for CRM to work effectively, however, a leader must create a culture known for “non-punitive reporting.” Some airline crews call it “No fault go-around.” According to Suzanne Gordon, crews must report violations, even minor ones. “If they report it, they won’t get punished. If they don’t report it, that’s when they get punished,” says Gordon.
Are you implementing ‘no fault go-around’ in your organization or department? Crew resource management applies to leaders in almost every field. When I was doing my research for a book on the Apple Retail Store, I was told that, “Apple sees feedback as a gift.” Apple recruiters look for “fearless” employees—people who have an opinion and who feel confident expressing that opinion. Apple CEO Tim Cook once said, “If you don’t feel comfortable disagreeing, you’ll never make it Apple.” The Apple Store constantly improves the customer experience because it actively creates a working atmosphere based on open and honest feedback between managers and employees.
Most leaders say they want people to express their opinions, but they fail to actively create a culture that encourages feedback. Your team members must be confident that, if they express an opinion, they will not be reprimanded, torn down, or become victims of retaliation. Instead they must be rewarded and held up as role models so others in the organization also feel comfortable expressing their opinions.
Nowhere is communication as important as when it impacts public safety. And that’s why we need to give credit where credit is due. When the conclusions about went wrong in the Asiana flight are discovered, it will be endlessly studied and shared with airlines and flight crews around the world. If communication was an issue, it will be a case study discussed across the industry.
We all complain about flying these days, but I, personally, will be doing a lot less of it. The next time my rear goes into that airplane seat, I’ll rest assured that communication among the crew members is designed to make my experience as safe as possible.