Crew resource management (CRM) and human factors are constantly being analyzed as the industry tries to learn about risk factors and cabin safety. CRM all started with the Eastern Airlines flight 401 that crashed into the Florida Everglades in 1972. The flight crew were so fixated on a faulty landing gear light that they did not realize that the autopilot had disconnected. Cockpit resource management was introduced to pilot training to stop similar accidents from happening.

In the 1990s, crew resource management was established to improve communication between the flight crew and the cabin crew. There had been two disasters, both in 1989, that emphasized issues in communication onboard. After the Air Ontario flight 1363, the sole surviving flight attendant said:

"We work as two crews. You have a front-end crew and a back-end crew."

A British Midland 737 crashed into a highway the same year. The Aircraft Accident Investigation Branch (AAIB) report showed that the cabin crew had wrongly informed the flight crew of which engine was on fire, which resulted in the flight crew shutting down the healthy engine. The cabin crew said it...

"...didn't feel like it was their business." (to report further)

More recently a Lauda Air A320 was taxiing when the senior flight attendant initiated an unnecessary evacuation that resulted in 10 passengers being injured. The AAIB report says that the senior flight attendant was 'overwhelmed', had little flying experience, and had received limited training on her role in an evacuation. She didn't know the responsibilities of the flight crew during an emergency and had not thought to contact the flight crew at any time. She said:

"For me, it was the door closed. I have nothing to do with them."

The AAIB saw weaknesses in the flight attendants' training and recommended that this be improved with more practical scenarios, an improved 30-second review, and enhanced communication training. It seems that we still have some work to do in the human factors and CRM world, but from every incident/accident, there are lessons learned.

Norwegian Airlines cabin crew
Photo: Norwegian Airlines

CRM helps to improve communication between the crew and aims to have a better understanding of each other's roles. It also breaks down barriers of status and fear of reporting. Joint safety training is common now in airlines, with flight crew and cabin crew taking part in practical scenarios and case studies.

Recuiting_Shooting_Cockpit
Flight deck crew. Photo: Eurowings

There can sometimes still be difficulties in status, culture, and personality. The locked flight deck door and sterile cockpit procedure still create limitations in communication. However, cabin crew are encouraged to ask questions and report anything in the cabin that might be a threat to safety, be it a noise, a smell, or an aircraft behavior. After all, the cabin crew are the eyes and ears in the passenger cabin whilst the flight crew might be oblivious to what is happening behind the locked door.

Pre-flight briefings are held with both the cabin crew and the flight crew at many airlines to encourage open communication. Teamwork, leadership, communication, and decision-making are key factors, and there needs to be synergy and the ability to problem-solve as a team. CRM creates trust in that; everyone onboard is on the same page and has the same goal of operating a safe and efficient flight.