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(2) Aircraft dispatchers are required to observe operations from the cockpit jump seat as part of their annual qualification under part 121.
(3) Some carriers invite pilots to their aircraft dispatchers’ offices to provide insight into the other side of the joint responsibilities inherent in operational control. Those trips have commonly been part of the special training offered to pilots. Additionally, aircraft dispatchers are increasingly being used in LOFT sessions. The training experience gained by the pilot and the aircraft dispatcher during LOFT is considered the logical extension of earlier training methods, providing interactivity where DRM (and CRM) principles are applied and discussed.
(4) Dedicated resource management training courses for maintenance personnel have been operating since 1991. Interactive training between maintenance personnel and aircraft dispatchers should be encouraged. Aircraft dispatchers and maintenance controllers should meet face to face to discuss issues of mutual interest in a real-life setting.
(5) Even broader DRM concepts could be considered, using other groups such as passenger service agents, ground operations agents, air traffic management personnel, mid- and upper-level managers, and special crisis teams like HazMat, hijack and bomb-threat teams.
b. Error Management. Industry and the FAA understand that errors cannot be entirely eliminated. It is important, therefore, that aircraft dispatchers develop appropriate error management skills and procedures. It is certainly desirable to prevent as many errors as possible, but since they cannot all be prevented, detection and recovery from errors should be addressed in training.
c. Advanced DRM. Some air carriers are integrating DRM performance requirements or procedures into their SOPs. They also have included specific procedures, checks, and guidance in their manuals, quick-reference handbooks, abnormal/emergency procedures, and job aids.
This integration captures DRM principles into explicit procedures used by aircraft dispatchers and flightcrews.
d. Culture Issues. While individuals and even teams of individuals may perform well under many conditions, they are subject to the influence of at least three cultures--the professional culture of the individuals themselves, the culture of their organizations, and the national culture surrounding the individuals and their organizations. If not recognized and addressed, factors related to culture may degrade performance. Hence, effective DRM training should address culture issues as appropriate in each training population.
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16. SUMMARY. Effective DRM begins in initial training; it is strengthened by continual practice and feedback; and it is sustained by reinforcement. Ideally, DRM will become a part of an airline’s corporate culture and become embedded in every stage of an aircraft dispatcher’s training.
ORIGINAL SIGNED BY CAROL E. GILES (for)
James J. Ballough Director, Flight Standards Service