Although the advantages of using crew resource management (CRM) principles when operating an airliner should be self-evident, it took a surprisingly long time for Western pilots to appreciate the benefits. However, for largely cultural reasons, the airlines of some countries have still failed to i implement CRM best practices. The concept was initially known as 'cockpit resource management' (eventually generalised to 'crew resource management') and created in 1979 by John K Lauber, a NASA psychologist who had studied cockpit communication processes. He reasoned that the essence of good CRM is for the captain to promote a less authoritarian cockpit culture - one in which co-pilots were encouraged to question captains if they observed them making mistakes - while still retaining a command hierarchy. The introduction of CRM formally began with a National Transportation Safety Board (NTSB) recommendation in the wake of an investigation into a Douglas DC-8 running out of fuel over Portland, Oregon while troubleshooting an undercarriage malfunction. CRM training concepts have subsequently been adapted for application to a wide range of activities where people must make dangerous time-critical decisions, including air traffic control and firefighting.
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机译：虽然在经营客机时使用机组资源管理（CRM）原则的优势应该是不言而喻的，但西方飞行员对西方飞行员感到令人惊讶的时间很长一段时间。然而，由于文化原因，一些国家的航空公司仍未实施CRM最佳实践。该概念最初被称为“驾驶舱资源管理”（最终推广给“船员资源管理”），并于1979年由John K Lauber是一个研究驾驶舱通信流程的美国宇航局通讯过程。他推出了良好的CRM的本质是为队长推动较少的授权驾驶舱文化 - 如果他们观察到他们犯错误，鼓励队长的队长鼓励官员 - 同时仍然保留命令等级。 CRM的引入正式始于国家运输安全委员会（NTSB）建议，该建议将在俄勒冈州波特兰的道格拉斯DC-8耗尽燃料时进行调查，同时排除底盘故障。随后，CRM培训概念随后适用于申请广泛的活动，人们必须做出危险的时期决策，包括空中交通管制和消防。
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