This thesis focuses on the impact of culture on the failure of crew resource management (CRM) in aviation. Three cultural aspects are used to identify what impact culture can have on the failure of CRM. Those three cultural aspects are safety culture, professional culture, and national culture. Furthermore, three case studies are brought as an example. They include the case of TransAsia Airways GE222, Garuda Indonesia GA200, and Korean Air 801.
On the 27th of March in 1977 many planes had to be diverted to other Canarian airports caused by a bomb exploding at the airport of Las Palmas de Gran Canaria. One of those was the small airport of Los Rodeos on the island of Tenerife that got very crowded due to the number of planes that had to be diverted, resulting in the runway having to be used as a taxiway. Two of the planes stranded at the airport were flight KLM 4805 and flight PAA 1736.
When the bomb threat was lifted and the planes started to leave Los Rodeos, KLM 4805 was instructed to taxi down the runway, turn around, and then eventually take off. The PAA 1736 taxied the runway after the KLM 4805 and was instructed to leave the runway at exit three so the KLM 4805 could proceed with takeoff. The tower then cleared the KLM 4805 for takeoff but told them to stand by, as the PAA 1736 still maneuvered on the runway.
Because of a communication issue, the KLM 4 805 understood its conversation with the tower as a clearance to takeoff and proceeded down the runway where it collided with the PAA 1736. All 248 passengers on board KLM 4805 died and so did 335 passengers on the flight of PAA 1736, making it the deadliest commercial aviation accident to this date, all because of a pilot error.
Table of Contents
Introduction
CRM
What is CRM and how to define it
The Failure of CRM
Safety Culture
Safety Culture and CRM
Professional Pilot Culture
Professional Pilot Culture and CRM
National Culture
National Culture and CRM
Case Studies on Airplane Crashes
TransAsia Airways GE222
Garuda Indonesia GA200
Korean Air 801
Discussion
Conclusion
Implications for Practice
Limitation
Objectives and Research Themes
This work investigates the influence of three distinct cultural dimensions—organizational/safety culture, professional pilot culture, and national culture—on the effectiveness and implementation of Crew Resource Management (CRM) in the aviation industry, specifically addressing why pilot error remains a prevalent factor in aviation accidents despite the widespread adoption of structured CRM training.
- The impact of organizational and safety culture on the reception of CRM training.
- The role of professional pilot culture in shaping cockpit hierarchy and authority dynamics.
- How national cultural values, specifically regarding power distance and collectivism, influence pilot behavior and CRM compliance.
- Analysis of aviation accident case studies (TransAsia Airways, Garuda Indonesia, Korean Air) to identify cultural barriers to successful CRM practice.
- Development of implications for refining CRM to better suit diverse cultural contexts in the global aviation industry.
Excerpt from the Book
Professional Pilot Culture
Another culture individuals can belong to is professional culture. Professional culture like organizational culture “exist[s] within an historical context and professional environment, which, together with the societal culture, shape […] operating practices and professional codes, beliefs, values, and ceremonies” (Bloor & Dawson, 1994, p. 283). Professional culture, in general, is formed by a series of events that can overlap each other and include the “gain [of] control over […] [a] particular area of work, the development of minimum standards of professional training and the establishment of training facilities, the pursuit of a professional knowledge base, the development of a code of ethics, and political agitation to gain public support for the claim to professional status and for affiliation with, and regulation by, the state” (Bloor & Dawson, 1994, p. 281). The long and complex process which involves many players starts with the group acquiring certain resources that allow them to negotiate or establish their professional claim (Bloor & Dawson, 1994).
Later attributes like a code of ethics, specialized knowledge, a shared experience and understanding of historic events as well as a similar interpretation of professional objects, events, and people leads the group to societal recognition, autonomy, and legislative ends (Bloor & Dawson, 1994). New members of the profession are introduced to it by specialized training and on-the-job experience (Bloor & Dawson, 1994).
The first step towards professional pilot culture started in the early 20th century when the pilot was seen as more of an acrobat, a daredevil, a very masculine and skilled person (Ashcraft, 2007). Flying was perceived to be a one-man operation but with commuter aviation on its rise, a first officer was a disliked necessity (Helmreich & Foushee, 2010) while airlines tried to emphasize safety by putting the focus on technical knowledge and testing (Ashcraft, 2007). The picture of the white, male pilot first came into focus just before World War One with the military fighter pilot being a strong symbol (Ashcraft, 2005).
Summary of Chapters
Introduction: This chapter introduces the context of pilot error in aviation history and the subsequent development of Crew Resource Management (CRM) as a pivotal safety training initiative.
CRM: This section details the evolution of CRM through four generations and explores the challenges in defining the concept, as well as the ongoing debate regarding its effectiveness across different industries.
Safety Culture: This chapter discusses safety culture as a critical subset of organizational culture, emphasizing the importance of shared values, mutual trust, and organizational commitment in preventing human error.
Professional Pilot Culture: This section examines the historical and professional development of the pilot identity, which often emphasizes technical mastery, individual authority, and a hierarchical structure that can conflict with modern CRM goals.
National Culture: This chapter provides an overview of prominent national cultural theories, such as those by Hofstede, Triandis, and Trompenaars, focusing on dimensions like Individualism vs. Collectivism, Power Distance, and Uncertainty Avoidance.
Case Studies on Airplane Crashes: This chapter analyzes three specific aviation accidents (TransAsia Airways GE222, Garuda Indonesia GA200, Korean Air 801) to illustrate how the interaction of national and professional culture can impede CRM effectiveness.
Discussion: This section synthesizes the theoretical findings with the case studies to highlight how cultural dissonance can undermine safety protocols in the cockpit.
Conclusion: The author concludes that CRM training must move beyond a "one-size-fits-all" western model and be adaptively tailored to the cultural nuances and organizational reality of the target pilot population.
Implications for Practice: This chapter offers actionable recommendations for airlines to improve safety management, enhance feedback loops, and transition toward a more inclusive, culturally aware CRM training approach.
Limitation: This section reflects on methodological constraints, such as the reliance on western-centric theories and the complexity of generalizing from a limited number of case studies.
Keywords
Crew Resource Management, CRM, Pilot Error, Aviation Safety, Organizational Culture, Professional Pilot Culture, National Culture, Power Distance, Collectivism, Safety Culture, Human Factors, Airplane Crashes, Incident Analysis, Teamwork, Situational Awareness
Frequently Asked Questions
What is the core focus of this thesis?
The thesis explores why pilot error continues to be a major cause of aviation accidents, even with the widespread implementation of CRM training, by investigating the moderating effects of organizational, professional, and national culture.
What are the primary themes discussed in this work?
The key themes include the evolution of CRM, the definition and impact of safety culture, the development of professional pilot identity, and how national cultural dimensions (like Power Distance and Collectivism) impact crew communication.
What is the research goal of this document?
The goal is to determine how cultural dimensions influence the successful implementation of CRM and to provide insights into how aviation training can be better tailored to accommodate diverse cultural backgrounds.
Which scientific methods are applied in this work?
The author uses a deductive literature review to establish a theoretical basis for cultural dimensions, combined with an inductive analysis of three specific aviation accident case studies.
What topics are covered in the main body of the work?
The main body covers the theoretical frameworks of CRM failure, models of safety culture, the development of the "professional pilot" persona, and in-depth case analyses of accidents at TransAsia Airways, Garuda Indonesia, and Korean Air.
Which keywords are essential to understanding this research?
Essential keywords revolve around CRM, Pilot Error, National Culture, Hofstede's Dimensions, Safety Culture, and Aviation Safety.
Why did the author choose the crash of Korean Air 801 for this analysis?
This incident serves as a significant historical example of how high Power Distance and collectivist tendencies in the cockpit can lead to communication barriers during stressful situations, illustrating the need for formal CRM structures.
How does professional pilot culture typically conflict with CRM objectives?
Professional pilot culture often emphasizes the captain as an "omnipotent, protective father" figure with absolute authority. This legacy can clash with CRM's requirement for shared situational awareness and open, non-hierarchical communication practices.
- Arbeit zitieren
- Janina Klein (Autor:in), 2021, Crew Resource Management and Cultural Dimensions in Aviation. Strengths and Risks, München, GRIN Verlag, https://www.grin.com/document/1267267
