CRM in emergency
Joined: May 2008
Posts: 1,366
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From: UK
Identify the problem
Action any vital actions
Action the Emergency checklist.
Then the acronym DODAR can come in:
Diagnose the problem,
discuss the Options as a crew (lets say for example a hydraulics problem, obviously you need to get the gear down, but do you want to do it right now or wait until you actually need it)
Decide on one of the options, and Allocate who is going to to what to put it into Action,
At the end Review the situation, was it the correct diagnosis? have you chosen the best option? is it progressing as you would expect?
at some point discussing with the cabin crew too, could be after emergency check list, or during the diagnosis, as they can have very useful input on the situation.
Action any vital actions
Action the Emergency checklist.
Then the acronym DODAR can come in:
Diagnose the problem,
discuss the Options as a crew (lets say for example a hydraulics problem, obviously you need to get the gear down, but do you want to do it right now or wait until you actually need it)
Decide on one of the options, and Allocate who is going to to what to put it into Action,
At the end Review the situation, was it the correct diagnosis? have you chosen the best option? is it progressing as you would expect?
at some point discussing with the cabin crew too, could be after emergency check list, or during the diagnosis, as they can have very useful input on the situation.
Joined: May 2008
Posts: 1,366
Likes: 0
From: UK
Most of the videos out there show how not to do it, or what happens when CRM breaks down. There's plenty of videos with engine failure during takeoff or at V1, but these are also sort of unique as everything is very scripted and almost standard. It's when you get an engine failure in the cruise, or other completely random unexpected problems like hydraulics or generator problems that CRM is more likely to break down.
This one is pretty good actually, notice how the captain first asks the FO what he thinks is wrong before he shares his own opinion. Also, another key point is to ask for confirmation from the other pilot before moving any significant switch, such as a fuel lever. Obviously wouldn't want to get the wrong one.
This is a good example of ATC forming part of the "team" as well, they are a resource to use, but there can still be breakdowns in communication.
This one is pretty good actually, notice how the captain first asks the FO what he thinks is wrong before he shares his own opinion. Also, another key point is to ask for confirmation from the other pilot before moving any significant switch, such as a fuel lever. Obviously wouldn't want to get the wrong one.
This is a good example of ATC forming part of the "team" as well, they are a resource to use, but there can still be breakdowns in communication.
Last edited by RTN11; 13th February 2014 at 14:39.
Moderator
Joined: Feb 2000
Aviation Qualifications: CPL
Posts: 14,480
Likes: 178
From: UK
Identify the problem
Action any vital actions
Action the Emergency checklist.
Then the acronym DODAR can come in:
Diagnose the problem,
discuss the Options as a crew (lets say for example a hydraulics problem, obviously you need to get the gear down, but do you want to do it right now or wait until you actually need it)
Decide on one of the options, and Allocate who is going to to what to put it into Action,
At the end Review the situation, was it the correct diagnosis? have you chosen the best option? is it progressing as you would expect?
at some point discussing with the cabin crew too, could be after emergency check list, or during the diagnosis, as they can have very useful input on the situation.
Action any vital actions
Action the Emergency checklist.
Then the acronym DODAR can come in:
Diagnose the problem,
discuss the Options as a crew (lets say for example a hydraulics problem, obviously you need to get the gear down, but do you want to do it right now or wait until you actually need it)
Decide on one of the options, and Allocate who is going to to what to put it into Action,
At the end Review the situation, was it the correct diagnosis? have you chosen the best option? is it progressing as you would expect?
at some point discussing with the cabin crew too, could be after emergency check list, or during the diagnosis, as they can have very useful input on the situation.
As a bit of therapy, as this did rather shake me up. I wrote the whole thing down, and subsequently went through it with a friend who is a CRMI and who has the dubious pleasure of putting me and various colleagues through a multi-crew refresher annually.
We decided that I'd been through DODAR, but not once - 4 times as the situation developed and I kept changing plan for changing circumstance.
It works.
G
Joined: May 2008
Posts: 1,366
Likes: 0
From: UK
http://www.aaib.gov.uk/cms_resources...OF%2004-12.pdf
Another good example of a break down in CRM. If they had used all the resources at their disposal, including cabin crew, they could have reviewed the situation and perhaps saved themselves a lot of hassle. Instead they shut down a lot of vital systems for no real reason or benefit, knowing that it was incredibly unlikely to be those systems that were causing the fire indication.
It is of course easy to sit in a classroom and say what should of been done, but in the heat of the moment it's sometimes difficult to sit on one's hands and do nothing while you just assess the situation.
The commander did not want to “do
nothing” and decided to look in the ‘FUSELAGE FIRE
or SMOKE’ checklist even though he knew the checklist
was designed to remove smoke from the aircraft and
that none had been reported...The commander was not prepared to
assume that the warning was spurious.
nothing” and decided to look in the ‘FUSELAGE FIRE
or SMOKE’ checklist even though he knew the checklist
was designed to remove smoke from the aircraft and
that none had been reported...The commander was not prepared to
assume that the warning was spurious.
It is of course easy to sit in a classroom and say what should of been done, but in the heat of the moment it's sometimes difficult to sit on one's hands and do nothing while you just assess the situation.
