In Chapter 1 I identified a rather broad-sweeping set of challenges for CRM training but, now, we need to focus on the matter in hand - changing workplace behaviour. In the previous chapter I tried to show that safety, considered an outcome of competent performance in Chapter 1, was partly a reflection of how the individual viewed the workplace. Although CRM issues cannot be decoupled from the organisational context, the primary goal of CRM training must be to develop the soft, or social, skills required for personnel to function safely and efficiently in the workplace. I have said that aviation is a production process. I have also proposed that safety is, to a degree, behaviour in a work context. Traditional approaches to training in aviation have concentrated on the hard, technical skills of system operation and control. Now we need to broaden our model of skilled performance. In many ways, aviation is catching up with other sectors of commerce and industry where competence-based models of training have prevailed for some years. However, in order to broaden the scope of aviation training we need some way of identifying what we mean by 'soft' skills.