(CRM+) Harrison Assessments Behavioral Competencies in CRM

CRM+

1. Introduction to CRM

Crew Resource Management (CRM) is a systematic approach aimed at enhancing safety and operational effectiveness through the optimal use of all available resources, including personnel, equipment, information, and procedures. Originally developed in response to aviation incidents in which human factors played a significant role, CRM emphasizes the importance of non-technical skills that support effective performance in complex and high-risk operational environments.

While technical knowledge and procedural compliance remain essential components of flight safety, research and operational experience have demonstrated that accidents and incidents frequently involve breakdowns in communication, decision making, teamwork, leadership, or situational awareness. As a result, CRM has evolved from a cockpit-focused training concept into a broader framework for understanding and improving individual and team performance across all areas of aviation operations.

Contemporary CRM frameworks emphasize a range of behavioral competencies that enable flight crews to function effectively under routine as well as demanding conditions. These competencies commonly include communication, leadership, teamwork, conflict management, decision making, and resilience. The effective application of these competencies contributes to the timely exchange of information, coordinated action, sound judgment, and adaptive responses to operational challenges.

Because these competencies are expressed through observable behaviors, their assessment and development have become an important component of training, selection, and professional development processes. Understanding the behavioral tendencies that support or hinder effective CRM performance can provide valuable insights for individual development and organizational learning. Within this context, behavioral assessment frameworks offer a structured means of examining the characteristics associated with successful CRM practice.

2. The Harrison Assessments Framework

Although CRM competencies are widely recognized within aviation training and operations, they are often described at a relatively broad conceptual level. Terms such as communication, leadership, teamwork, and decision making provide a useful framework for understanding effective crew performance; however, they do not by themselves explain the specific behavioral tendencies that contribute to the successful expression of these competencies. Consequently, a more detailed examination of the behavioral characteristics underlying CRM competencies may support both individual development and organizational learning.

The Harrison Assessments Behavioral Competency Analysis framework offers one approach to examining these underlying behavioral dimensions. Rather than viewing competencies as isolated or fixed qualities, the framework identifies patterns of behavioral preferences and tendencies that may contribute to effectiveness in different contexts. This perspective recognizes that competencies are often expressed through a combination of complementary behaviors rather than through a single characteristic.

For example, effective communication may involve not only directness but also diplomacy, empathy, active listening, and accountability. Similarly, effective leadership may require a balance between initiative and collaboration, while decision making may depend on both analytical thinking and practical judgment. By examining these underlying behavioral tendencies, the framework provides a more detailed understanding of how CRM-related competencies may be expressed in operational environments.

To support interpretation, Harrison Assessments organizes behavioral traits into three categories: Essential Traits, Desirable Traits, and Traits to Avoid. Essential Traits are considered central contributors to a particular competency, whereas Desirable Traits may further enhance effectiveness. Traits to Avoid refer to behavioral tendencies that may reduce effectiveness when overexpressed or insufficiently balanced by complementary characteristics. These categories are intended as interpretive constructs within the assessment model and should not be viewed as fixed judgments about an individual's overall capability or performance.

An important principle of the framework is the distinction between behavioral preference and demonstrated competence. Individuals may show a preference for certain activities or behavioral styles without necessarily possessing a corresponding level of skill or performance effectiveness. Therefore, behavioral assessment results should be interpreted alongside evidence derived from training, operational performance, observation, simulation exercises, and professional judgment. Within aviation, such assessments are most valuable when used to support development, self-awareness, and professional growth rather than as stand-alone indicators of competence.

3. CRM Behavioral Competencies

(1) Communication

Communication refers to the effective exchange of information among crew members to promote shared understanding, coordination, and operational effectiveness. Within the CRM context, communication extends beyond the transmission of information and includes active listening, constructive feedback, situational awareness, and the ability to adapt messages to the needs of others. Effective communication contributes to teamwork, decision making, and the safe management of routine and non-routine operational situations.

In the Harrison Assessments framework, communication is supported by several Essential Traits. These include collaboration, the ability to communicate in a direct yet respectful manner, healthy self-esteem, the capacity to influence and persuade others when needed, openness to multiple perspectives, initiative, comfort with receiving candid feedback, and truth-seeking, which reflects a willingness to explore different viewpoints before reaching conclusions. Together, these traits support clear information exchange while encouraging mutual understanding and constructive dialogue.

In addition to the Essential Traits, several Desirable Traits may further enhance communication effectiveness. These include analytical thinking, tactfulness, straightforwardness, and optimism. Although lower scores on these traits may not necessarily impair communication, stronger levels can contribute to more effective interactions by supporting clarity, thoughtful expression, and constructive responses to challenging situations.

The framework also identifies several Traits to Avoid that may reduce communication effectiveness when overexpressed or insufficiently balanced by other behaviors. These include excessive certainty in one's opinions without adequate openness to alternative perspectives, a tendency to prioritize personal needs at the expense of supporting others, and an overly rigid focus on rules that may limit empathy and rapport-building. Such tendencies can hinder collaborative communication and reduce the quality of information exchange within the crew environment.

(2) Conflict Management

Conflict management refers to the ability to recognize, address, and resolve disagreements in a constructive manner while maintaining effective working relationships and operational focus. Within a CRM context, conflict is not viewed as something that should necessarily be avoided; rather, it should be managed in ways that promote open communication, mutual respect, and collaborative problem solving. Effective conflict management enables crew members to Express concerns, discuss differing viewpoints, and reach solutions without compromising teamwork or safety.

In the Harrison Assessments framework, several Essential Traits contribute directly to effective conflict management. These include comfort with conflict, which supports the willingness to address disagreements rather than avoid them; diplomacy, which encourages tactful communication; assertiveness, which enables individuals to express their needs and viewpoints clearly; and helpfulness, which promotes consideration of the needs of others. In addition, the ability to manage stress effectively and the capacity to express warmth and empathy help individuals remain constructive and relationship-oriented during challenging interactions. Together, these traits support balanced conflict resolution by combining candor with respect and firmness with cooperation.

Several Desirable Traits may further strengthen conflict management effectiveness. These include analytical thinking, collaboration, influencing skills, openness to different perspectives, self-acceptance, and a commitment to self-

improvement. Although these traits may not be central requirements for managing conflict, they can contribute to a more thoughtful, adaptive, and constructive response when disagreements arise. Individuals who demonstrate these tendencies may be better equipped to understand complex situations, consider alternative viewpoints, and work toward mutually beneficial outcomes.

The framework also identifies a number of Traits to Avoid, which may reduce effectiveness when expressed without sufficient balance. These include defensiveness, evasiveness, authoritarian behavior, bluntness, dogmatism, and dominating tendencies. Additional risks may arise from excessive self-criticism or an overreliance on diplomacy from others. Such tendencies can limit openness, discourage constructive dialogue, or create barriers to collaborative

problem solving. Within a CRM environment, these behaviors may hinder effective conflict resolution by reducing trust, psychological safety, and cooperation among crew members.

(3) Leadership

Leadership within a CRM context refers to the ability to guide, coordinate, and motivate crew members toward shared operational goals while maintaining safety, efficiency, and team effectiveness. Effective leadership involves more than authority or decision-making responsibility; it also includes fostering cooperation, supporting communication, encouraging participation, and adapting leadership behaviors to the demands of the situation. In aviation environments, leadership plays a critical role in maintaining coordination and ensuring that available resources are used effectively, particularly under conditions of uncertainty or operational pressure.

In the Harrison Assessments framework, several Essential Traits contribute directly to effective leadership. These include a willingness to assume decision-making responsibility, the ability to enlist the cooperation of others, and the capacity to influence and persuade when appropriate. Effective leadership is also supported by strong interpersonal skills, a desire to guide and direct others, enthusiasm toward goals, and the initiative to take action when circumstances require it. Together, these traits enable leaders to provide direction while simultaneously fostering engagement, accountability, and collaboration within the team.

Several Desirable Traits may further enhance leadership effectiveness. These include analytical thinking, openness to alternative perspectives, optimism, organization, planning, pressure tolerance, self-acceptance, teaching orientation, and warmth or empathy. Although these traits are not considered central requirements of leadership within the model, they may strengthen a leader's ability to evaluate situations, maintain effectiveness under pressure, develop others, and build positive working relationships. Such characteristics can contribute to a more adaptable and supportive leadership approach, particularly in complex operational environments.

The framework also identifies several Traits to Avoid, which may diminish leadership effectiveness when expressed without appropriate balance. These include authoritarian behavior, excessive optimism without sufficient critical analysis, blunt communication, defensiveness, dogmatism, dominating tendencies, harshness, excessive permissiveness, and evasiveness. Such tendencies may discourage participation, reduce psychological safety, limit the exchange of information, or weaken accountability within the team. In a CRM environment, these behaviors can negatively affect crew coordination and reduce the overall effectiveness of leadership during both routine and high-pressure situations.

(4) Problem Solving and Decision Making

Problem solving and decision making refer to the ability to identify operational challenges, evaluate available information, consider alternative courses of action, and select appropriate responses under varying conditions. Within a CRM context, effective decision making requires not only sound judgment and critical thinking but also the ability to balance risk, time constraints, and input from other crew members. Because aviation environments often involve uncertainty, changing conditions, and operational pressure, these competencies play a central role in maintaining both safety and effectiveness.

In the Harrison Assessments framework, several Essential Traits support effective problem solving and decision making. These include analytical thinking, the ability to examine potential pitfalls and risks, and a willingness to assume responsibility for decisions when required. Effective decision making is further supported by collaboration, a desire for learning and information gathering, a systematic approach to evaluating alternatives, initiative, and truth exploring, which reflects an openness to examining multiple perspectives before forming conclusions. Collectively, these traits encourage thoughtful analysis while helping individuals avoid premature judgments or unsupported assumptions.

Several Desirable Traits may further strengthen decision-making effectiveness. These include optimism, intuition, experimentation, and openness to different viewpoints. When appropriately balanced, these tendencies may help individuals remain adaptable, consider innovative solutions, and maintain confidence when responding to unfamiliar situations. Although these traits are not central components of the competency, they can contribute to flexibility and responsiveness in dynamic operational environments.

The framework also identifies several Traits to Avoid, which may reduce the quality of problem solving and decision making when expressed excessively or without sufficient balance. These include impulsiveness, authoritarian decision-making, dogmatism, non-finishing tendencies, avoidance of communication, defensiveness, excessive speed at the expense of accuracy, avoidance of decision-making responsibility, excessive skepticism, and rigid meticulousness. Such

tendencies may limit information sharing, reduce adaptability, discourage collaboration, or lead to incomplete analysis of operational risks. Within a CRM environment, these behaviors can affect decision quality and reduce a crew's ability to respond effectively to changing circumstances.

(5) Resilience

Resilience refers to the capacity to maintain effectiveness under pressure, recover from setbacks, adapt to changing circumstances, and sustain performance during demanding operational conditions. Within a CRM context, resilience involves more than simply tolerating stress; it includes the ability to regulate emotions, remain focused during adversity, learn from experience, and continue functioning effectively in the face of uncertainty or operational challenges. As aviation environments frequently require crews to respond to unexpected events, resilience plays a critical role in supporting both safety and operational continuity.

In the Harrison Assessments framework, several Essential Traits contribute directly to resilience. These include optimism, persistence, pressure tolerance, stress management, and a willingness to take on challenging tasks. Resilience is also supported by a readiness to accept responsibility, a commitment to self-improvement, assertiveness, and the tendency to evaluate situations analytically. Together, these traits help individuals maintain confidence, remain focused under pressure, and continue pursuing effective solutions despite obstacles or setbacks. They encourage a balance between perseverance, realistic assessment, and personal accountability when responding to demanding situations.

Several Desirable Traits may further strengthen resilience. These include collaboration, frank communication, influencing skills, a relaxed disposition, truth exploring, flexibility, and openness to different perspectives. Although these traits are not considered core elements of the competency, they may enhance an individual's ability to adapt to changing circumstances, seek support when needed, communicate effectively during periods of stress, and remain receptive to

alternative approaches. Such tendencies can promote learning, adaptability, and constructive responses to operational challenges.

The framework also identifies several Traits to Avoid, which may reduce resilience when expressed without sufficient balance. These include deferring decisions, remaining inconclusive, excessive skepticism, a lack of persistence and resourcefulness, authoritarian or avoidant approaches to decision making, unrealistic optimism, defensiveness, dominating behavior, rebellious autonomy, avoidance of communication, and dogmatism. Such tendencies may limit

adaptability, undermine learning opportunities, reduce effective collaboration, or impair the ability to respond constructively to setbacks and uncertainty. Within a CRM environment, these behaviors can weaken both individual and team resilience by restricting flexibility, communication, and effective problem solving during challenging situations.

(6) Teamwork

Teamwork refers to the ability to work effectively with others to achieve shared operational objectives while maintaining safety, coordination, and mutual support. Within a CRM context, teamwork extends beyond cooperation and includes the development of trust, the exchange of information, constructive management of differing viewpoints, and the coordination of actions in both routine and high-pressure situations. Effective teamwork enables crew members to combine their expertise, support one another, and function as an integrated unit in pursuit of common operational goals.

In the Harrison Assessments framework, several Essential Traits contribute directly to effective teamwork. These include collaboration, the ability to enlist the cooperation of others, openness to different viewpoints, and enjoyment of working within a team environment. Effective teamwork is also supported by comfort with constructive disagreement and a diplomatic communication style. Together, these traits encourage participation, mutual respect, and the productive exchange of ideas, helping teams maintain cohesion while benefiting from diverse perspectives and expertise.

Several Desirable Traits may further enhance teamwork effectiveness. These include assertiveness, flexibility, helpfulness, influencing ability, stress management, negotiation skills, warmth and empathy, receptiveness to feedback, tolerance of direct communication, and enthusiasm. Although these traits are not considered essential components of teamwork within the model, they may strengthen collaboration by encouraging adaptability, mutual support, constructive feedback, and positive interpersonal relationships. Such tendencies can contribute to a work environment in which crew members feel comfortable sharing information, addressing concerns, and supporting collective decision making.

The framework also identifies several Traits to Avoid, which may reduce the effectiveness of teamwork when expressed without sufficient balance. These include dogmatism, dominating behavior, authoritarian decision making, forceful enforcement of rules, harshness, indecisiveness, insensitivity, rebellious autonomy, unrealistic optimism, and excessive permissiveness. Such tendencies may create barriers to cooperation, limit the exchange of perspectives, weaken accountability, or reduce trust among team members. Within a CRM environment, these behaviors can undermine team cohesion and impair the collective use of available resources, ultimately affecting operational effectiveness and safety. 

4. Practical Applications in CRM Training

Beyond competency analysis, the Harrison framework may serve as a practical tool for CRM training and development. By translating broad competency concepts into observable behaviors, it provides instructors and participants with a common language for discussing communication, leadership, conflict management, decision making, resilience, and teamwork. Behaviors such as inviting input, expressing concerns respectfully, considering alternative viewpoints, and evaluating potential risks can be more easily observed, discussed, and reinforced during training activities.

A notable strength of the framework is its emphasis on behavioral balance. CRM effectiveness rarely depends on the presence of a single behavior; rather, it emerges from the appropriate combination of complementary tendencies. For example, directness may be most effective when balanced with diplomacy, initiative with collaboration, and optimism with realistic risk assessment. These behavioral contrasts can provide valuable material for scenario-based learning and facilitated discussion.

The framework may also support structured debriefing following simulator sessions, line-oriented flight training, or case-study exercises. By focusing attention on observable behaviors rather than personality labels, instructors can encourage reflective discussion regarding information sharing, participation, conflict management, risk awareness, accountability, and coordination under pressure.

At both the individual and group levels, behavioral competency reports can support development planning and training-needs analysis. When interpreted appropriately and alongside operational evidence, they may help identify learning priorities, strengthen self-awareness, and improve the consistency of instructor feedback. However, assessment results should always be considered as one source of information among many and should not be used in isolation to determine operational competence or suitability. 

5. Conclusion

Crew Resource Management emphasizes the effective use of all available resources through communication, teamwork, leadership, conflict management, problem solving, decision making, and resilience. While these competencies are often discussed as broad concepts, their practical application depends on the underlying behavioral tendencies that influence how individuals interact, make decisions, respond to challenges, and work with others in operational environments.

The Harrison Assessments Behavioral Competency framework offers a structured perspective for analysing these behavioral dimensions by identifying traits that may support or hinder effective CRM performance. By distinguishing between Essential Traits, Desirable Traits, and Traits to Avoid, the framework encourages a more nuanced understanding of the behaviors associated with successful crew coordination and resource management.

However, behavioral tendencies should not be interpreted as direct indicators of competence or operational performance. Rather, they should be considered alongside evidence derived from training, operational experience, observation, simulation, and professional judgment. Used in this way, behavioral assessment can support self-awareness, professional development, and more effective CRM practices, ultimately contributing to safer and more effective aviation operations.