Editing Crew resource management (section)

==Adoption in other fields==
===Transportation===
The basic concepts and ideology of CRM have proven successful in other related fields. In the 1990s, several commercial aviation firms and international aviation safety agencies began expanding CRM into air traffic control, aircraft design, and aircraft maintenance. The aircraft maintenance section of this training expansion gained traction as ''[[maintenance resource management]]'' (MRM). To attempt to standardize industry-wide MRM training, the FAA issued Advisory Circular 120–72, "Maintenance Resource Management Training" in September 2000.<ref>FAA AC 120-72: http://www.airweb.faa.gov/Regulatory_and_Guidance_Library/rgAdvisoryCircular.nsf/0/3e5ec461ecf6f5e886256b4300703ad1/$FILE/AC%20120-72.pdf {{Webarchive|url=https://web.archive.org/web/20100806010429/http://www.airweb.faa.gov/Regulatory_and_Guidance_Library/rgAdvisoryCircular.nsf/0/3e5ec461ecf6f5e886256b4300703ad1/$FILE/AC%20120-72.pdf |date=August 6, 2010 }}</ref>

Following a study of aviation mishaps between 1992 and 2002, the [[United States Air Force]] determined that close to 18% of its aircraft mishaps were directly attributable to human error in maintenance,<ref>{{cite web |title=Air Force Safety Center |date=September 2000 |url=http://www.af.mil/factsheets/factsheet.asp?fsID=153 |archive-url=https://web.archive.org/web/20030624092721/http://www.af.mil/factsheets/factsheet.asp?fsID=153 |archive-date=2003-06-24}}</ref> which often occurred long before the flight in which the problems were discovered. These "latent errors" include failures to follow published aircraft manuals, lack of assertive communication among maintenance technicians, poor supervision, and improper assembly practices. In 2005, to address these human-error-induced aircraft mishaps, Lt Col Doug Slocum, Chief of Safety at the [[Air National Guard]]'s (ANG) 162nd Fighter Wing, [[Tucson]], directed the modification of the base's CRM program into a military version called ''[[maintenance resource management]]'' (MRM).{{citation needed|date=January 2022|reason=BLP}}

In mid-2005, the Air National Guard's Aviation Safety Division converted Slocum's MRM program into a national program available to the Air National Guard's flying wings in 54 U.S. states and territories. In 2006, the Defense Safety Oversight Council (DSOC) of the [[United States Department of Defense|U.S. Department of Defense]] (DoD) recognized the mishap-prevention value of this maintenance safety program by partially funding a variant of ANG MRM for training throughout the U.S. Air Force. This ANG initiated, DoD-funded version of MRM became known as Air Force Maintenance Resource Management (AF-MRM) and is now widely used in the U.S. Air Force.<ref>Air Force MRM: {{cite web |title=Situational Awareness: The Ability to Maintain the Big Picture |publisher=U.S. Air Force Maintenance Resource Management |url=http://www.afmrm.org/ |access-date=2009-02-21 |url-status=dead |archive-url=https://web.archive.org/web/20070630051923/http://www.afmrm.org/ |archive-date=2007-06-30 }}</ref>

The Rail Safety Regulators Panel of Australia has adapted CRM to rail as ''rail resource management'' and developed a free resource kit.<ref>{{cite web |last1=Office of the National Rail Safety Regulator |title=Rail resource management |url=https://www.onrsr.com.au/safety-essentials/safety-tools-and-resources/rail-resource-management |website=onrsr.com.au |access-date=27 March 2022 |archive-url=https://web.archive.org/web/20220312225201/https://www.onrsr.com.au/safety-essentials/safety-tools-and-resources/rail-resource-management |archive-date=12 March 2022 |date=7 September 2021}}</ref> Operating train crews at the [[National Railroad Passenger Corporation]] (Amtrak) in the United States are instructed on CRM principles during yearly training courses.{{citation needed|date=January 2022}}

CRM has been adopted by merchant shipping worldwide. The [[STCW Convention]] and STCW Code, 2017 edition,<ref>STCW Including 2010 Manila Amendments, 2017 Edition. Published by the International Maritime Organization {{ISBN|9789280116359}} Pages 104 and 145</ref> published by the [[International Maritime Organization|I.M.O.]] states the requirements for ''bridge resource management'' and ''engine room resource management'' training. These are approved shore-based training, simulator training, or approved in-service experience. Most maritime colleges hold courses for deck and engine room officers. Refresher courses are held every five years. These are referred to as ''[[maritime resource management]]''.

===Firefighting===
Following its successful use in aviation training, CRM was identified as a potential safety improvement program for the fire services. Ted Putnam advocated for improved attention to human factors that contribute to accidents and near misses, building on CRM principles.<ref name=":2">{{Cite web |last=Miller |first=Bill |date=2004-12-07 |title=Leaders We Would Like to Meet: Interview with Ted Putnam |url=https://www.nwcg.gov/sites/default/files/wfldp/docs/ted-putnam.pdf |access-date=2023-04-22 |website=Wildland Fire Leadership Development Program}}</ref> In 1995, Dr. Putnam organized the first Human Factors Workshop for wildland fire.<ref>{{Cite web |last=Putnam |first=Ted |date=November 1995 |orig-year=Updated July 1996 |title=Findings from the Wildland Firefighters Human Factors Workshop. 9551-2855-MTDC |url=https://www.fs.usda.gov/t-d/pubs/pdfpubs/pdf95512855/pdf95512855pt01.pdf |access-date=2023-04-21 |website=Rocky Mountain Research Station, USDA-USFS}}</ref><ref name=":2" /> Dr. Putnam also wrote a paper that applied CRM concepts to the violent deaths of 14 [[Wildland]] firefighters on the [[South Canyon Fire]] in Colorado.{{citation needed|date=January 2022|reason=BLP}}

From this paper, a movement was initiated in the Wildland and Structural Fire Services to apply CRM concepts to emergency response situations. Various programs have since been developed to train emergency responders in these concepts and to help track breakdowns in these stressful environments.{{citation needed|date=January 2022}}

The [[International Association of Fire Chiefs]] published its first CRM manual for the fire service in 2001. It is currently{{when|date=February 2021}} in its third edition.<ref>{{Cite web|url=https://www.iafc.org/topics-and-tools/resources/resource/crew-resource-management|title=Crew Resource Management|website=www.iafc.org}}</ref> Several industry-specific textbooks have also been published.{{citation needed|date=January 2022}}

===Healthcare===
Elements of CRM have been applied in US healthcare since the late 1990s, specifically in infection prevention.
For example, the "central line bundle" of best practices recommends using a checklist when inserting a [[central venous catheter]]. The observer checking off the checklist is usually lower-ranking than the person inserting the catheter. The observer is encouraged to communicate when elements of the bundle are not executed; for example if a breach in sterility has occurred.<ref>Institute for Healthcare improvement. Central Line Bundle. available at http://app.ihi.org/imap/tool/#Process=e876565d-fd43-42ce-8340-8643b7e675c7, retrieved 7-18-13 and Centers for Disease Control and Prevention. Guidelines for the Prevention of Intravascular Catheter-Related Infections, 2011. Available at https://www.cdc.gov/hicpac/pdf/guidelines/bsi-guidelines-2011.pdf, retrieved 7-18-13</ref>

====TeamSTEPPS====
The [[Agency for Healthcare Research and Quality]] (AHRQ), a division of the United States [[Department of Health and Human Services]], also provides training based on CRM principles to healthcare teams. This training, called Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS), and the program is currently{{when|date=February 2021}} being implemented in hospitals, long-term care facilities, and primary care clinics around the world.<ref name=":3">U.S. Department of Health and Human Services, Agency for Healthcare Quality and Research; http://teamstepps.ahrq.gov/aboutnationalIP.htm</ref> TeamSTEPPs was designed to improve patient safety by teaching healthcare providers how to better collaborate with each other by using tools such as huddles, debriefs, handoffs, and check-backs.<ref name=":4">{{Cite journal|last1=Stewart|first1=Greg L.|last2=Manges|first2=Kirstin A.|last3=Ward|first3=Marcia M.|title=Empowering Sustained Patient Safety|journal=Journal of Nursing Care Quality|volume=30|issue=3|pages=240–246|doi=10.1097/ncq.0000000000000103|pmid=25479238|year=2015|s2cid=5613563}}</ref><ref name=":3" /> Implementing TeamSTEPPS has been shown to improve patient safety.<ref>{{Cite journal|last1=Sawyer|first1=Taylor|last2=Laubach|first2=Vickie Ann|last3=Hudak|first3=Joseph|last4=Yamamura|first4=Kelli|last5=Pocrnich|first5=Amber|date=2013-01-01|title=Improvements in Teamwork During Neonatal Resuscitation After Interprofessional TeamSTEPPS Training|journal=Neonatal Network|volume=32|issue=1|pages=26–33|doi=10.1891/0730-0832.32.1.26|pmid=23318204|s2cid=9468204}}</ref> There is evidence TeamSTEPPS interventions are difficult to implement and are not universally effective.<ref name=":4" /> There are strategies healthcare leaders can use to improve their chance of implementation success, such as using coaching, supporting, empowering, and supporting behaviors.<ref>{{Cite journal|last1=Manges|first1=Kirstin|last2=Scott-Cawiezell|first2=Jill|last3=Ward|first3=Marcia M.|date=2017-01-01|title=Maximizing Team Performance: The Critical Role of the Nurse Leader|journal=Nursing Forum|volume=52|issue=1|pages=21–29|doi=10.1111/nuf.12161|pmid=27194144|issn=1744-6198|doi-access=free}}</ref>