ABSTRACT
It has been just over a decade since the concept of Cockpit (later: Crew) Resource Management (CRM)1 was introduced. During this time, CRM has gained almost universal acceptance as a useful addition to aircrew training programs (Wiener, Kanki, & Helmreich, 1993). In fact, CRM training programs are in place in almost every major air operation in the world. As a result, the acceptance of CRM training is, arguably, one the most apparent successes of applied psychology. Yet, we believe that it would be unwise to consider the problem of CRM training as solved. Although the promise of CRM training is well established, the practice of CRM training has recently come under attack. Some reports have suggested that CRM training has done little to impact aviation safety (General Accounting Office, 1997). Other reports have suggested that CRM training can have unintended negative consequences (Helmreich & Wilhelm, 1989). As crew coordination skills are now being evaluated as a qualification and certification requirement for many active pilots (Federal Aviation Administration, 1998; Joint Aviation Authorities, 1998), the pressure to demonstrate the efficacy of these programs is increasing (Mayes, 1998). Thus, optimizing the effectiveness of CRM training has become the next great challenge for aviation psychologists.
