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Case
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Reference no. ESMT-308-0086-1
Published by: ESMT European School of Management and Technology
Originally published in: 2008
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.
Location:
Industry:
Other setting(s):
1978 and 1989

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.

Settings

Location:
Industry:
Other setting(s):
1978 and 1989

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