Subject category:
Strategy and General Management
Published by:
ESMT European School of Management and Technology
Version: 30 April 2010
Length: 13 pages
Data source: Published sources
Abstract
This is the second of a two-case series (ESMT-308-0087-1 and ESMT-308-0086-1). The cases are used to introduce the concept of collective responsibility and leadership in team situations by applying the concept of crew resource management for teams in a management setting. By drawing from the metaphor of aircrews to corporate scenarios challenges in leadership teams could be discussed in a wider context. Both cases describe the interaction of airline crews who are confronted with a non-routine problem that they have to solve. In the case of United Airlines 173 the crew ceases to function as a team and the fully functional plane eventually crashes. As a result of this accident the concept of crew resource management has been developed to optimise teamwork within the hierarchical structure of a cockpit crew. The case of United Airlines 232 complements the first case as it describes an airline crew that was confronted with a severe engine failure making their plane almost uncontrollable (similar prior accidents always resulted in the loss of the aircraft in non-survivable crashes). Using core elements of crew resource management the crew was nevertheless able to achieve a survivable landing of the plane. Both cases cover essentially the last 30 minutes of both flights and focus on the communication of the flight crews.
About
Abstract
This is the second of a two-case series (ESMT-308-0087-1 and ESMT-308-0086-1). The cases are used to introduce the concept of collective responsibility and leadership in team situations by applying the concept of crew resource management for teams in a management setting. By drawing from the metaphor of aircrews to corporate scenarios challenges in leadership teams could be discussed in a wider context. Both cases describe the interaction of airline crews who are confronted with a non-routine problem that they have to solve. In the case of United Airlines 173 the crew ceases to function as a team and the fully functional plane eventually crashes. As a result of this accident the concept of crew resource management has been developed to optimise teamwork within the hierarchical structure of a cockpit crew. The case of United Airlines 232 complements the first case as it describes an airline crew that was confronted with a severe engine failure making their plane almost uncontrollable (similar prior accidents always resulted in the loss of the aircraft in non-survivable crashes). Using core elements of crew resource management the crew was nevertheless able to achieve a survivable landing of the plane. Both cases cover essentially the last 30 minutes of both flights and focus on the communication of the flight crews.