ABSTRACT
Many people feel that the emergence of crew resource management (CRM) in the aviation industry has been one of the greatest successes of aviation and human factors psychology (e.g., Helmreich & Foushee, 1993). Many factors seemed to have contributed to this conclusion. First, it represents one of the best partnerships between those interested in science and those concerned with practice and applications. Scientists have done a credible job of providing both empirical and theoretical foundations for CRM development. By the same token, practitioners have used this information to develop state-of-the-art crew coordination training. This type of partnership, we believe, has been all too rare in our business.
