~ i c:::r~m

II

NASA/UT Technical Report 88-3

Revised versions of the

Cockpit Management Attitudes Questionnaire (CMAQ)

and

CRM Seminar Evaluation Form

Helmreich, R.L., Wilhelm, J.A., & Gregorich, S.E.

E. II. A. U. LIBRARY
DEC 11{~'lJ/
- NASA/UT/CMAQ 1-90 page 1
'\
\
,"'.

Cockpit Management Attitudes Questionnaire

As part of NASA sponsored research, we are collecting data on attitudes about flightdeck management
in commercial operations. You will greatly assist our research If you complete the survev. All data are strictly
confidential. Please answer by writing beside each item the letter that best reflects your'personal attitude.
Choose the letter from the scile below.
**Scale**
. A B C D E
Dl.sagree Disagree Neutral Agree Agree
Strongly Sligfltly Sll.ghtly Strongly
1. Crew members should avoid disagreeing with others because conflicts create tension and reduce crew
effectiveness.
2. Crew members should feel obligated to mention their own psychological stress or physical problems
to other flightcrew personnel before or during a flight.
3. It is important to avoid negative comments about the procedures and techniques of other crew
members.
4. Captains should not dictate technique to their first officers.
5. Casu~, s~cial conversation in the cockpit during periods of low workload can improve crew
coordmatlOn.
6. Each crew member should monitor other crew members for signs of stress or fatigue and should
discuss the situation with the crew member.
7. Good communications and crew coordination are as important as technical proficiency for the safety
of flight.
8. Pilots should be aware of and sensitive to the personal problems of other crew members.
9. The captain should take physical control and fly the aircraft in emergency and non-standard
situations.
10. The p-ilot flying the aircraft should verbalize plans for procedures or manuevers and should be sure
that the information is understood and acknowledged by the other crew members.
11. Crew members should not question the decisions or actions of the captain except when they threaten
the safety of the flight.
12. Crew members should alert others to their actual or potential work overloads.
13. Even when fatigued, I perform effectively during critical flight maneuvers.
14. Captains ~hould encourage crewmember questions during normal flight operations and in
emergencies.
15. There are no circumstances (except total incapacitation) where the first officer should assume
command of the aircraft.
16. A debriefing and critique of procedures and decisions after each flight is an important part of
developing and maintaming effectiJle crew coordination.
17. My performance is not adversely affected by working with an inexperienced or less capable crew
member.
18. Overall, successful flightdeck management is primarily a function of the captain's flying proficiency.
19. Training is one of the captain's most important responsibilities.
20. ~ecause in.dividuals function less effect,ively' under high stress, good crew coordination is more
unportant m emergency or abnormal situatIOns.
21. The pre-flight crew briefmg is important for safety and for effective crew management. ,
22. Effective crew coordination requires crew members to take into account the personalities of other'
crew members.
23. The captain's responsibilities include coordination between flight and cabin crews.
24. A truly professional crew member can leave personal problems behind when flying the line.
25. My decision making ability is as good in emergencies as in routine flying situations.
Please go on to the next page
-T
,

NASA/UT/CMAQ 5-87 page 2

II. Background Information

Airline Experience:
Year of birth Years in 121 ops _ _ Years in 135 ops _ _
----
Sex (M or F) Years with present organization _ _ _ Nationality_ _ _ _ _ _ __
Status and Position: Complete both status and position. Check those that apply. (If you are a new hire, or are
in upgrade or translti~D traiDing.t~ll in the appropriate item, then complete status and position in
reference to your old arrcraft/poSltlOn.)
New hire training for position in aircraft
-Upgr'!qe trai.J¥n,g to ~oslhon. -----
---rransltaon trammg to arrcraft
Status: Position:
Line pilot Captain
~nstructor (pilot or FE) ---rFirst Officer
-r.ine check (pilot or FEy Flight Engineer (SjO)
~anagement --StaTf .
-Other (specify)_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
Years in present position: _ _ Flight hours in present position_ _ __
Current aircraft: Hours in current aircraft
----
Total airline flight hours (all airlines, aircraft and positions) _ _ __

Military Experience:
Aircraft flown
--------- Position(s)--------
Years in military flying Total military flight hours
-----
Other Civilian Pilot Experience:
Aircraft flown_________ Position(s)_ _ _ _ _ _ _ _ _ _ __
Nature of flying (ex: pleasure, cargo, FEO, etc.)

Years in other civilian operations-,o_ __

Total civilian non-airline flight hours_ _ __

This completes the questionnaire. Thanks for your help!

 Scoring Master for the CMAQ 8/87 version
John Wilhelm
512-471-4217
• ~> \<'

Gregorich solution 3/89.

Gregorich, S, Helmreich, R.L., Wilhelm, J.A. (in press). The Structure of Cockpit Management Attltudes.
Journal of Applied Psychology.
Note: all items are punched as entered by the pilot with A=l, 8=2, C=3, 0=4. E=5, missing Items are
punched in as O. Items are named CMA1 .. , CMA25.

**THE FOLLOWING IS ASCORING ROUTINE FROM spss-pc+.

** AN '**' AT THE BEGINNING OF THE LINE INDICATES THAT IT IS A COMMENT.

VALUE LABELS CMA 1 TO CMA25 1 "DIS STRNGLY" 2 "DIS SLIGHTLY" 3 "NEUTRAL"

4 "AGREE SLIGHTLY" 5 "AGREE STRNGLY".
MISSING VALUES CMA1 TO CMA25 (0).

_COMPUTE COMMCOOR= (CMA2+ CMAS+CMA7 +CMA8+CMA10+CMA12+ CMA14+ CMA1S+ CMA21 + CMA22+ CMA23).
** COMMCOOR SCALE HAS 11 ITEMS. NONE ARE REVERSED. HIGHER SCORE INDICATES
** "BETTER" ATIITUDES.

COMPUTE COMMAND = ((6-CMA9) + (6-CMA 11) + (S-CMA 15) + (6-CMA 18)).

** COMMAND SCALE HAS 4 ITEMS, ALL OF WHICH ARE REVERSED SO THAT HIGHER
** SCORES INDICATE "BETTER" ATTITUDES.

COMPUTE RSE = ((6-CMA 13) + (S-CMA17) + (S-CMA24) + (S-CMA25)).

** RSE SCALE HAS 4 ITEMS. ALL OF WHICH ARE REVERSED SO THAT HIGHER
** SCORES INDICATE "BETTER" ATIITUDES.

VARIABLE LABELS COMMCOOR "COMMUNICATION AND COORDINATION"/

COMMAND "COMMAND RESPONSIBILITY" /
RSE "RECOGNITION OF STRESSOR EFFECTS".

1
.r

The following are example Pre and Post CRM Seminar Surveys.
The Pre-seminar Survey is given out at the beginning of the seminar. This survey
consists of the CMAQ and background information.
The Post-seminar Survey is given out at the very end of the seminar. It consists of a
re-test on the CMAQ and an evaluation of the seminar, overall and component'oy cum-
ponent. It should be noted that the seminar components listed in this example survey
(items 1-9) are for example only: These components should be replaced ~ your own
course components.
Note that the pre and post seminar forms can be linked by the "identification code"
which is explained in the pre-seminar survey. Comparison of pre and post CMAQ attitude
scales can be made to see how the seminar has impacted attitudes of the participants.
r
 ~ASA/UT page 1

Flightdeck Management Survey

Part I
As part of NASA sponsored research, we are collecting data on attitudes
about flightdeck management in commercial operations. You will greatly assist
our research if you complete the survey. Please do not put your name on this
form. Your data are strictly confidential. However, we would like to link
your res~onses on this survey to later questions. To do this, please enter a
four dig1t Personal Identification Number below and record it where you can
find it at a later date.
Identification Code
Please answer by writing beside each item the letter that best reflects your
personal attitude. Choose the letter from the scale below.
**Scale**
A B I C D E
Disagree Disagree Neutral Agree Agree
Strongly Slightly Slightly Strongly
l. Crew members should avoid disagreeing with others because conflicts
create tension and reduce crew effectiveness.
2. Crew members should feel obligated to mention their own
psychological stress or physical problems to other flightcrew
personnel before or during a flight.
3. It ~s important to avoid negative comments about the procedures and
techniques of other crew members.
4. Captains should not dictate technique to their first officers.
s. Casual, social conversation in the cockpit during periods of low
workload can improve crew coordination.
6. Each crew member should monitor other crew members for signs of
stress or fatigue and should discuss the situation with the crew
member.
7. Good communications and crew coordination are as important as
technical proficiency for the safety of flight.
S. Pilots should be aware of and sensitive to the personal problems of
other crew members.
9. The captain should take physical control and fly the aircraft in
emergency and non-standard situations.
10. The pilot flying the aircraft should verbalize plans for procedures
or manuevers and should be sure that the information is understood
and acknowledged by the other crew members.
Crew members should not question the decisions or actions of the
--- ll. captain except when they threaten the safety of the flight.

---12. Crew members should alert others to their actual or potential work
overloads.
l
13. Even when fatigued, I perform effectively during critical flight
--- maneuvers.
14. Captains should encourage crew member questions during normal flight
operations and in emergencies.

---15. There are no circumstances (except total incapacitation) where the

first officer should assume command of the aircraft.

---16. A debriefing and critique of procedures and decisions after each

flight is an important part of developing and maintaining effective
crew coordination.
17. My performance is not adversely affected by working with an
inexperienced or less capable crew member.
Overall, successful flightdeck management is primarily a function of
---lS. the captain's flying proficiency.
NASA/UT page 1

Flightdeck Management Survey

Part I
As part of NASA sponsored research, we are collecting data on attitudes
about flightdeck management in commercial operations. You will greatly assist
our research if you complete the survey. Please do not put your name on this
form. Your data are strictly confidential. However, we would like to link
your res~onses on this survey to later questions. To do this, please enter a
four dig~t Personal Identification Number below and record it where you can
find it at a later date.
Identification Code
Please answer by writing beside each item the letter that best reflects your
personal attitude. Choose the letter from the scale below.
**Scale**
A B C D E
Disagree Disagree Neutral Agree Agree
Strongly Slightly Slightly Strongly
1. Crew members should avoid disagreeing with others because conflicts
create tension and reduce crew effectiveness.
2. Crew members should feel obligated to mention their own
psychological stress or physical problems to other flightcrew
personnel before or during a flight.
3. It is important to avoid negative comments about the procedures and
techniques of other crew members.
4. Captains should not dictate technique to their first officers.
5. Casual, social conversation in the cockpit during periods of low
workload can improve crew coordination.
6. Each crew member should monitor other crew members for signs of
stress or fatigue and should discuss the situation with the crew
member.
7. Good communications and crew coordination are as important as
technical proficiency for the safety of flight.
B. Pilots should be aware of and sensitive to the personal problems of
other crew members.
9. The captain should take physical control and fly the aircraft in
emergency and non-standard situations.
10. The pilot flying the aircraft should verbalize plans for procedures
or manuevers and should be sure that the information is understood
and acknowledged by the other crew members.
11. Crew members should not question the decisions or actions of the
captain except when they threaten the safety of the flight.
12. Crew members should alert others to their actual or potential work
overloads.
13. Even when fatigued, I perform effectively during critical flight
maneuvers.

-----14. captains should encourage crew member questions during normal flight
operations and in emergencies.

-----15. There are no circumstances (except total incapacitation) where the

first officer should assume command of the aircraft.

-----16. A debriefing and critique of procedures and decisions after each

flight is an important part of developing and maintaining effective
crew coordination.
My performance is not adversely affected by working with an
-----17. inexperienced or less capable crew member.
lB. Overall, successful flightdeck management is primarily a function of
the captain's flying proficiency.
r
NASA/UT/Civ 5-87 Flightdeck Management Survey page 2
**Scale**
A B C D E
Disagree Disagree Neutral A9 ree Agree
strongly Slightly Shghtly Strongly
19. Training is one of the captain's most important responsibilities.
20. Because individuals function less effectively under high stress,
good crew coordination is ~ important in emergency or abnormal
situations.
21. The pre-flight crew briefing is important for safety and for
effective crew management.
22. Effective crew coordination requires crew members to take into
account the personalities of other crew members.
23. The captain's responsibilities include coordination between flight
and cabin crews.
24. A truly professional crew member can leave personal problems behind
when f1yLng the line.
25. My decision making ability is as good in emergencies as in routine
flying situations.
II. Background Information

Air1~ne Experience:
Year of birth Years in 121 ops Years in 135 ops
Sex (M or F) Years with present organization
Status and position: Complete both status and position. Check those that
a~ply. (If you are a new hire, or are in upgrade or transition training
fLll in the appropriate item, then complete status and position in
reference to your old aircraft/position.)
New hire training for position in aircraft
-----Upgrade training to PosLtLon
Transition training ~ aircraft
Status: Position:
Line pilot Captain
-----Instructor (pilot or FE) -----First Officer
-----Line check (pilot or FE) -----Flight Engineer
-----Management -----Staff
-----Other (specify) __________________________________________________________

Years in present position: _____ Flight hours in present position__________

Current aircraft: Hours in current aircraft
---------
Total airline flight hours (all air~ines, aircraft and positions) ___________

Military Experience:
Aircraft f1own _______________________ Position(s) ___________________
Years in military flying __________Total military flight hours _____________

other Civilian Pilot Experience: '"

Aircraft flown Position(s)
--------------------- -------------------------------
Nature of flying (ex: pleasure, ~argo, FBO, etc.)

Years in other civilian operations_________

Total civilian non-airline flight hours___________
NASA/tn

Flightdeck Management Survey

Part II

Personal Identification Number

All data are strictly confidential.
Please answer by writing beside each item the letter that best reflects
your personal attitude. Choose the letter from the scale below.
**Scale**
A B C E
Disagree Disagree Neutral Agree
Strongly Slightly Strongly
1. Crew members should avoid disagreeing with others because conflicts
create tension ·and reduce ·crew effectiveness.
2. Crew members should feel obligated to mention their own
psychological stress or physical problems to other flightcrew
personnel before or during a flight.
3. It is important to avoid negative comments about the procedures and
techniques of other crew members.
4. Captains should not dictate technique to their first officers.
~ 5. Casual, social conversation in the cockpit during periods of low
workload can improve crew coordination.
6. Each crew member should monitor other crew members for signs of
stress or fatigue and should discuss the situation with the crew
member.
7. Good communications and crew coordination are as important as
technical proficiency for the safety of flight.
8. Pilots should be aware of and sensitive to the personal problems of
other crew members.
9. The captain should take physical control and fly the aircraft in
emergency and non-standard situations.
10. The pilot flying the aircraft should verbalize plans for procedures
or manuevers and should be sure that the information is understood
and acknowledged by the other crew members.
11. Crew members should not question the decisions or actions of the
captain except when they threaten the safety of the flight.
12. Crew members should alert others to their actual or potential work
overloads.
13 • Even when fatigued, I perform effectively during critical flight
maneuvers.
14. captains should encourage crewmember questions during normal flight
operations and in emergencies.
15. There are no circumstances (except total incapacitation) where the
first officer should assume command of the aircraft.
16. A debriefing and critique of procedures and decisions after each
flight is an important part of developing and maintaining effective
crew coordination.
17. My performance is not adversely affected by working with an
inexperienced or less capable crew member.

18. Overall, successful flightdeck management is primarily a function of

the captain's flying proficiency.

19. Training is one of the captain's most important responsibilities.

Please go on to the next p a g e £ , . I L L U . LIBRARY

NASA/UT Flightdeck Management Survey page 2
A B C D E
Disagree Disagree Neutral Agree Agree
Strongly Slightly Slightly Strongly
20. Because individuals function less effectively under high stress,
good crew coordination is ~ important in emergency or abnormal
situations.
21. The pre-flight crew briefing is important for safety and for
effective crew management.
22. Effective crew coordination requires crew members to take into
account the personalities of other crew members.
23. The captain's responsibilities include coordination between flight
and cabin crews.
24. A truly professional crew member can leave personal problems behind
when flying th~ line.
25. My decision making ability is as good in emergencies as in routine
flying situations.
II. Training Experience and Evaluation: For each of the topic areas or
training techniques listed below, please rate the value of this aspect of the
training to you. Rate each item by choosing the letter on the scale below
which best describes ¥our personal opinion and then write the letter beside
the item. If the tOP1C was not included in your training, please put "NA" in
the blank. If you have had more than one CRM course, complete the following
for your present organization.
A B C D E
A waste Slightly Somewhat Very Extremely
of time Useful Useful Useful Useful
1. Traditions 8. ____Stress Management
2. CRM Foundations 9. Crew Effectiveness (Phase B)
3. Crew Dynamics 10. Overall, how useful did you find
----the training?
4. Leadership Styles
11. How important is recurrent training
5. Communications ----in aircrew coordination?
6. Conflict Resolution 12. How useful will such training be
----for other crew members?
7. Decision Dynamics
13. Cockpit resource management training has the potential to increase safety
and crew effectiveness. (circle one)
Disagree Disagree Neutral A9'ree Agree
Strongly Slightly S11ghtly Strongly
14. How much will the training change your behavior on the flightdeck?
(Circle one)
No change A slight A moderate A large
Change Change Change
15. What aspects of the training were particularly good?

16. What do you think could be done to improve the training?

j

Th1s completes the quest10nna1re

Thanks for your helpl