When asked this question, most people will likely respond affirmatively.
Anyone with such experience recognizes the advantages and challenges of collaborating with others. Thus, it’s no surprise that numerous training courses are available on the market focused on building harmonious and effective teams. I could elaborate endlessly on the processes occurring within teams.
Today, however, I would like to reference the research of Dr. Michael West, known for his extensive studies on team dynamics and effectiveness (“Effective teamwork: Practical Lessons from Organizational Research” 2012). Dr. West conducted significant research in British health care over a period of more than 10 years, examining over 650 teams and collecting patient satisfaction and patient mortality data.
Initially, in response to the question, “Do you work in a team?” 91% of healthcare staff in England answered positively. Later, Dr. West developed and asked three straightforward questions to differentiate genuine teams from what he refers to as “pseudo teams”:
- Does your team have clear shared objectives?
- Do you collaborate as a team?
- Do you meet regularly to discuss your performance and ways to improve it?
After asking those questions, the figure dropped from 91% to about 40%, which means that only 40% could answer yes to all three questions.
However, what is most important is the following research: West and his colleagues compared 40% of people working in “real teams” with 50% of individuals working in what he called “pseudo-teams” and found that healthcare workers in “real teams” had:
- much greater job satisfaction,
- better clinical outcomes
- better patient satisfaction,
- lower employee rotation and absenteeism,
- lower stress levels among team members
- better safety results
- lower patient mortality.
He concluded that if the number of people working in “real teams” would increase even by 5%, it could reduce the mortality of patients by 40 persons per year in the hospital.
How can we apply the results of this research to aviation?
The similarities between healthcare and aviation teams—such as high-risk environments, interdisciplinary collaboration, reliance on clear communication, and standardized protocols—allow research on healthcare teams to be effectively applied to aviation teams.
So what do you think?
How would Flight Crew and Cabin Crew members answer the questions above?
Perhaps most of us would answer yes to the first and second questions. As the highest common goal, we can assume the safe transportation of passengers from point A to point B, preferably on time, customer satisfaction, and a safe return home, preferably in good shape and in a good mood.
Regarding the second question, teams in aviation also work interdependently, as they must rely on one another to complete tasks. Additionally, they need to coordinate effectively to finish these tasks on time. Of course, there can be shortcomings in this area, where individuals work alongside each other but lack true collaboration, which can sometimes lead to miscommunication and a higher risk of errors.
However, question 3, specifically the word “regularly” raises the most doubts.
In aviation, teams are often assembled for a specific task or duty (flight or series of flights) and disband once the duty is completed. In large airlines, some crews don’t have a chance to cooperate again with each other for months or years. The temporary nature of such teams in both healthcare and aviation plays a significant role in how such teams function. Unlike fixed teams, temporary teams do not have time to go through the traditional team development process (like, for example, Tuckman’s phases: forming, norming, storming, performing).
While both types of teams are typically highly coordinated, regulated, and standardized, their temporary nature may present unique challenges and opportunities for effective team functioning, specifically:
- Lack of deep interpersonal trust and familiarity
Minimal interest in each other’s personal lives stemming from the belief that “we may not work together anymore, so why invest time in this relationship?” This results in uncertainty about each other’s strengths and weaknesses. - Misunderstandings
Because team members do not know each other well, misinterpretations and misunderstandings are more probable. - Limited conflict resolution time
Conflict is resolved naturally over time in longer-term teams. Temporary teams cannot afford delays, so unresolved tensions may affect performance and grow into conflicts.
On the other hand, short Interaction time may be presented as an advantage. Since temporary teams work together for a limited period, long-term interpersonal conflicts don’t have time to develop.
Despite these challenges temporary teams face, aviation crews are not fixed for several reasons, mainly related to operational efficiency, scheduling efficiency, crew availability, regulatory compliance with Flight Time and Duty Limitations, cost efficiency, or emergency readiness. The airline industry operates in a highly dynamic environment, requiring rotating crew schedules rather than permanently assigned teams.
Since aviation teams are usually formed for a specific flight operation and then disbanded, there may not be a continuous mechanism for performance review as there is for permanent or project teams in other industries.
What could be the strategies to tackle these challenges and create more opportunities to review?
Post-flight debriefings and Peer feedback
Debriefing is a standard element of duty; however, due to tiredness, lack of time, lack of appropriate place, or lack of appropriate debriefing structure, this part of duty is often neglected by the crews (especially if the flight was standard and without any major challenges). To make it more effective, add these questions to the general “thank you”:
- “Name one thing for which you would like to thank your crewmate.”
- “What could have been improved?”
Use Briefing
Briefing is an important beginning of duty; crews put more effort into it, and it sets the tone for the entire working day. To the mandatory elements of the briefing, such as flight details and planning, add these questions that will stimulate reflection and provide learning for the entire crew:
- “What challenge have you encountered at duty recently?”
- “How have you overcome it?”
Use CRM training sessions for review
Every year, each crew member must complete combined training designed for Flight Crew and Cabin Crew. Use this opportunity for review and feedback. For example, such exercise works well – divide the training participants into Cabin Crew and Flight Crew groups, give them two questions to work on and present for the other group:
- “What I appreciate in the way you cooperate with us?”
- “What could you do to make our cooperation better?”
Would providing more opportunities to bond and review affect not only increased safety but also greater job satisfaction, as Dr. West’s research suggests? Since aviation teams are mostly temporary and do not regularly work together, they may struggle to meet his third criterion for effective teams, i.e., meeting regularly to review performance.
How can we strengthen the performance review process for aviation teams, considering their temporary nature? Please share your thoughts.