A. Crew Resource Management (CRM) has evolved significantly from its inception, and, recently, has morphed to its current iteration, which may be the most significant improvement yet. These changes reflect an enrichment of the philosophy rather than a shift, made possible by the maturity of CRM programs worldwide. First a quick genesis:With the advent of modern jets, beginning with the B-707 and DC-8, causes for accidents began to change. Where the vast majority of accidents were once related to mechanical irregularities, human error became the predominant cause by the 1970s. Several high-profile accidents indicated that the prevailing culture at many airlines diminished the role of crewmembers, creating an atmosphere where the captain’s judgment would go unchallenged, right into the weeds.
The first CRM programs emphasized first and second officer empowerment. “Speak your mind” became the call of the day. A second phase of refinements led to inclusion of resources outside of the flight deck. Cockpit Resource Management became Crew Resource Management practically overnight, adding flight attendants, dispatchers, ATC, maintenance control, and medical facilities to the fold.
Phase III retraced some steps, re-emphasizing the leadership role of the captain in a healthy CRM environment. “Speak your mind” was replaced by philosophies like, “Set the tone.” The endless array of charts and trees addressed situational awareness, communication, workload management, planning ahead, prioritizing, managing, monitoring, and, at some point, making a decision. Of course, even after the decision, one had to engage in additional research, select a course of action, then review again, possibly leading to identification of a flaw in the original or amended decision. The idea was to tame aggressive first officers into merely assertive, active participants in the process, while reminding captains of their important responsibilities to make decisions, and to instruct how to maximize the number of (sometimes overwhelming) inputs available.
While a tongue-in-cheek discussion, the CRM revolution-turned-evolution added significantly to the safe operating environment we now enjoy. In fact, the irreverent attitude many now have toward the program may be born in its success, as the precepts of the philosophy are now so ingrained in most pilots that CRM study seems rudimentary.
The advent of technology and, perhaps, this realization led to an industry-wide shift in emphasis. Gone are cyclical charts and acronyms to remember how to order a crew meal and in what order. Nearly every airline is now focused on “Threat and Error Management.” This philosophy recognizes that pilots are humans, which, by deductive reasoning, means they are prone to making mistakes. The focus of this new theme is upon the threats we face flying the line and encourages planning for them, thereby lessening their impact. It also is designed to identify errors more easily and overcome them.
Technology contributes to this program by making threat information available more quickly than ever before. Flight Operations Quality Assurance (FOQA) computers now record dozens of inputs each second on thousands of aircraft nationwide, flagging unusual events for administrative review. Where trends potentially affecting safety are identified, action can be taken. Thankfully, this action does not come in the form of enforcement action, but rather in the form of company- or industry-wide emphasis training, adjustments to local or national air traffic control procedures, or to airline aircraft operating procedures. For example, should the FOQA data reveal relatively high instances of unstabilized approaches into a specific airport and runway, procedures at that airport would be reviewed, often leading to positive changes.
On the human side, higher threat levels are associated with fresh crews, inexperienced (in type) crews, nighttime flying, long duty days (fatigue), aircraft anomalies (MEL), weather, airport facility challenges (runways, lighting), and a host of other factors. The key is to recognize very early the potential for increased risk to safety, plan for it, and take action to diminish its impact.
So, when asked about CRM, think about its fundamental role in modern aviation, enhancing safe operations worldwide. Think about the resources available to a pilot, both inside and outside of the cockpit and airframe. Consider how you actively utilize these resources to eliminate errors that jeopardize safety, prevent errors when possible, and manage errors when they do occur. Be prepared to discuss this philosophy in the abstract, and to share (positive) examples from your own career. Remember, single-seat operations are not single-person operations. Note: AIR, Inc. offers an excellent CRM workshop at each of its Airline Pilot Career Seminars, Workshops and Job Fairs. The next will be held Apr. 23-25, at Los Angeles.

A. As commercial aviation finally reaches some level of equilibrium, hopefully in the next three years, AIR, Inc. can once again focus on preparing pilots for interview opportunities with both large and niche
airlines. The 12 to 15 largest airlines will likely employ the vast majority of airline transport pilots, but all airlines that remain viable for the long haul will provide some retirement funding. But, let’s not count on it now.
Planning for the future is very difficult for pilots, particularly those who begin as civilian student pilots. Flight training is darn expensive, and interruptions to income flow while training are even more expensive. Jobs available for low-time pilots traditionally pay rather poorly and lack in benefits. The average civilian pilot moves frequently (usually unpaid) and changes jobs several times, usually creating periods of zero income. Managing unavoidable debt becomes a huge challenge, and finding space in the budget for retirement investment is laughable.
Financial planners will disagree on whether you should invest in a retirement fund while in debt. With two fundamental assumptions, it makes mathematical sense to pay or avoid debt rather than contribute to retirement or investment funds. These assumptions include ordinary historical rates of return on investment (say, less than 10 percent), and, most importantly, perfect discipline. This means that if you were to invest $100 per month into a retirement fund, pay down debt at a $300 clip and live on your remaining income, that withholding investment of the $100 will necessarily mean that debt will be reduced by $400. Then, commit to all $400 going to your retirement investment once debts are eliminated. If you were to redirect that $100 to your living budget rather than to existing debt, you would be in the majority, and would be better off continuing to contribute to your retirement fund.
A popular financial planning pyramid depicts cash flow, discussed above, as the foundation for a solid financial plan. This implies elimination of debt and living within your means. I’m not preaching. In fact, I’m guilty. The second tier deals with risk management, which implies estate planning and being comfortable with life insurance levels. The third is savings and the top sliver reserved for investments.
Estate planning means having a thorough will at the very minimum. This may seem obvious, but 70 percent of adult Americans do not have a will drawn up. Also consider a Living Will Directive, which expresses your wishes about how to deal with end-of-life treatments, including life-sustaining treatments if you become terminally ill, a Durable Power of Attorney for Finances, which allows a trusted person to manage your financial affairs if you are unable to do so, and a Health Care Power of Attorney, providing authorization for a trusted person to make health care decisions if you are unable to convey your desires.
Insurance levels are up to you. Term insurance is cheaper the younger you are.
Everyone should have some life insurance, but according to insurance companies and those who sell life insurance policies, most of us are underinsured.
Regarding savings and investments, it would be silly for me to comment—much. Like exercise, they are good. The more the better. There are hundreds upon hundreds of Web sites that can guide you through retirement fund projections and thousands and thousands of professionals willing to help you make sense of your financial future. When comparing service providers, keep in mind that a Certified Financial Planner (CFP), is the equivalent to an ATP. He or she not only has demonstrated academic mastery of issues relating to financial investment vehicles, insurance and (some) tax accounting, but were required to spend a requisite amount of time in the financial planning field prior to preparing for the qualifying examination.
I’ve often mused at the fact that pilots typically earn their highest income during the twilight of their careers. While stockbrokers and sales professionals usually peak between 35 and 45, we earn the most at age 59. So, by the time we can afford a personal watercraft, we need a personal nurse, too!
While an exaggeration, the point is that there is terrific incentive for pilots to put off responsible spending and saving habits because tomorrow is always expected to be brighter than today. Unfortunately, that has been proven to be incorrect, and many of us have been blindsided by events out of our control. Like the airlines that employ us, we need to be relentless in our cost control, intolerant of unnecessary debt, and disciplined with investments, whenever possible.

“Ask the Counselors” is a regular feature of Airline Pilot Careers. Address letters to Ask the Counselors, Airline Pilot Careers, 3800 Camp Creek Pkwy, Ste 18-100, Atlanta, GA 30331-6228; e-mail: editor@ airapps.com; or fax them to 1-800-AIR-FAXS(247-3297). Letters may be edited for space and clarity.