In aviation, human factors training is an essential part of the basic and advanced training of cabin and cockpit personnel. In Crew Resource Management (CRM), competences such as team communication and decision-making are trained. For some years now, Lufthansa Aviation Training (LAT) has been offering further training for medical personnel in addition to the classic CRM training courses. And other sectors can also benefit greatly from the knowledge of interpersonal skills gained in aviation. Mrs Beaufort, what is the basic idea behind transferring CRM to other sectors?
De Beaufort: The basic idea is that we learn from each other and not every industry has to make the same mistakes or reinvent the wheel. Almost 50 years ago, aviation recognised from a very painful incident how essential the human factor and its interpersonal skills in particular are in order to ensure a high level of safety. A lot has therefore changed in aviation since then, such as the introduction and handling of various checklists, improvements in automation and, above all, the initiation of training in the area of interpersonal skills, which is now enshrined in law. Over the years, the training courses have been and continue to be further developed and adapted to the circumstances so that aviation can act as a role model in this area and other sectors, especially high-reliability organisations such as the healthcare sector, can benefit from the experience gained. This is because trained resource management not only creates more safety, but also greater efficiency and more capacity, a stronger team structure with more creative approaches to solutions, as well as increased resilience and identity among employees.
What are the similarities and differences in the training of flight crews and medical professionals? Do the courses teach the same skills?
De Beaufort: The similarities lie in the job itself. Regardless of whether I am working in a team on an aircraft or in the operating theatre, in both cases it is primarily about the safety of the passengers or patients, which I can achieve in the best possible way, especially with the help of interpersonal skills. This means training, for example, in communication, demeanour, attitude, error management, situational awareness, stress and workload management, teamwork, empathy, emotional intelligence, leadership and resilience. Even if some of these seem obvious to many, they are often not implemented in the way that would be conducive to a good safety culture due to a lack of training and acceptance. For example, there are now also checklists in medical settings, but unfortunately these are often not followed consistently. This also requires training, as we have been doing for decades in aviation and have now been training other sectors for over 10 years.
As far as the differences to aviation are concerned, there is no 100% redundancy of personnel in the operating theatre, for example, as is the case in the cockpit. It is therefore all the more important to provide interdisciplinary and interprofessional training to strengthen and expand interpersonal skills.
What exactly is meant by the competence-based training already mentioned?
De Beaufort: In our Human Factors Competence Trainings (HFCT), which usually last two days, our trainers impart the necessary knowledge and well-established tools from aviation on the one hand, and create the space to apply and practise the newly acquired skills in realistic scenarios on the other. We achieve this by integrating examples and exercises from everyday working life into the training. The right choice of case studies plays a major role here, which is why we generally use films and exercises from the respective working environments. In addition, the right trainer constellation, i.e. the involvement of experts from the relevant industry, is extremely important for the success of the training. For example, a pilot and a doctor are usually always present at our medical training courses in order to present the desired and necessary skills to the participants as practically as possible. However, the final transfer to their own everyday working life and self-reflection must be carried out by the participants themselves.
LAT established its own brand for these training courses. How did the decision come about to bundle the activities under the name "Human Factors Academy" and what added value does this offer?
De Beaufort: Over the past decades, we have built up so much knowledge, expertise and experience around the human factor and established well-functioning tools that, fortunately, the demand for this recipe for success has now also increased in other industries. There is a particular demand for training courses on our core competences, safety, service and interculturality. This brand makes the product of human factors expertise more intuitively tangible for all sectors and gives it greater visibility. - I am convinced that we can continue to serve as a role model and hopefully inspire even more organisations and people to focus on strengthening the human factor and perhaps even bring about a cultural change. Because teams and organisations that strengthen the human factor ensure more motivation, greater job satisfaction, employee loyalty and, ultimately, economic success.
What products will be offered from now on?
De Beaufort: The product portfolio consists of open and in-house Human Factors Competence Trainings (HFCT) with the aim of learning from and with aviation. These include the HFCT Individual for dealing with oneself, the HFCT Team for the challenges that can be experienced in a team, the HFCT Leadership for the special features that arise from the function and role as a manager and the HFCT Management for the view of senior management, including the classic ‘look behind the scenes’. We also offer courses on the topics of ‘Emotional Intelligence’, ‘Emergency Management’, ‘Customer & People’, ‘Attitude and Appearance’ and ‘De-escalation’, as well as other customised training courses on the human factor, depending on the order volume. Coaching programmes and lecture series are also part of our portfolio, such as the training to become a Human Factors Trainer:in
Who is the extended training program aimed at?
De Beaufort: The focus is primarily on B2B customers. We are best able to define and customise industry-relevant training content in collaboration with companies. The healthcare sector continues to be one of our biggest focal points, as we have developed and implemented a comprehensive training concept in recent years. However, our customers also include companies from the electricity, IT, steel, pharmaceutical, chemical, public service, banking, tourism, transport and catering sectors. In a nutshell: our training courses are aimed at all organisations and individuals who want to strengthen their own and their employees' interpersonal skills.
The aftermath of coronavirus and the volatile economic and global political situation have changed the way we interact professionally and privately. To what extent has this also had an impact on LAT's training programmes?
De Beaufort: There are various aspects to this. On the one hand, there seems to be an increased demand for the kind of training we offer, as there is a particular desire for better resource management in favour of greater resilience, better stress management and stronger team cohesion. On the other hand, after a long time, virtual training formats, conferences, workshops or coaching sessions have now also been made possible and eLearning ‘nuggets’ have been created as part of a blended training approach to give more people access to these topics. This is definitely a sensible expansion. At the same time, in times of uncertainty and constant change, it is even more important that people come together for a face-to-face exchange where possible. Experience has shown that aspects such as cultural change and developing and building psychologically secure teams work better in ‘real’ life.
In other words, in times of uncertainty and change, training in interpersonal skills becomes all the more important?
De Beaufort: Yes, I am convinced of that. In difficult times for us humans, be it a pandemic, war or other unrest and changes, we need social cohesion and human support. We need to take care of our fellow human beings and employees and help them to better understand new situations, accept irrevocable changes and adapt their inner attitude. The tools and recognising how helpful it is to make decisions and take responsibility, especially in turbulent times, make it easier to move from a feeling of powerlessness back to the ability to act. This also requires space for dialogue, empathy, compassion, more genuine listening and an attempt to break down the anonymity created by virtual systems, among other things, and promote personal contact. The Human Factors training courses help to support companies and people in precisely this transformation. It is important to correctly assess the situation with foresight and act accordingly in order to protect people and organisations from worse consequences. This can also lead to an improvement or even a new start.
Mrs. De Beaufort, thank you very much for the interview.
