Crew Resource Management Quotes

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

NASA had convened a conference to explore the benefit of a new kind of training: Crew Resource Management. The primary focus was on communication. First officers were taught assertiveness procedures. The mnemonic that has been used to improve the assertiveness of junior members of the crew in aviation is called P.A.C.E. (Probe, Alert, Challenge, Emergency).* Captains, who for years had been regarded as big chiefs, were taught to listen, acknowledge instructions, and clarify ambiguity. The time perception problem was tackled through a more structured division of responsibilities. Checklists, already in operation, were expanded and improved. The checklists have been established as a means of preventing oversights in the face of complexity. But they also flatten the hierarchy. When pilots and co-pilots talk to each other, introduce themselves, and go over the checklist, they open channels of communication. It makes it more likely the junior partner will speak up in an emergency. This solves the so-called activation problem. Various versions of the new training methods were immediately trialed in simulators. At each stage, the new ideas were challenged, rigorously tested, and examined at their limits. The most effective proposals were then rapidly integrated into airlines around the world. After a terrible set of accidents in the 1970s, the rate of crashes began to decline.

The rise of Marvel Studios over the past decade has been one of the most extraordinary stories in Hollywood history. Utilizing a crew of second-rate superheroes and run by a team of unproven executives, Marvel upended the industry’s conventional wisdom. Previously, almost everyone in Hollywood believed that the general public was interested only in marquee superheroes like Batman and Spider-Man, and nobody would see a movie about Ant-Man or the Guardians of the Galaxy; that the resources and experience of major studios gave them an unbeatable advantage over upstarts; that tightly managing budgets on would-be global “event” movies was penny-wise but pound-foolish; that tying together the plots of disparate films was too risky because if one failed, they all would; and that the only Hollywood brand name that meant anything to consumers was Disney.

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