The foundation for the development of CRM was an incident in 1978 with United Airlines Flight 173, which crashed in Portland, USA, because the crew was so engrossed in a potential landing gear problem that they failed to notice the aircraft running out of fuel.

This and several other incidents led to a deep analysis of cockpit interaction and management and served as a catalyst for the development of CRM.

The goal of CRM is to optimize the use of all available resources — crew, equipment, and information — to ensure flight safety and efficiency. CRM focuses on enhancing interpersonal communication, leadership, and problem-solving skills within the crew in order to reduce the likelihood of mistakes and improve responses to unforeseen situations.

The development of CLRM courses began with simulators and training focused on aspects of management and decision-making. The main focus was on the implementation of resource management strategies and communication enhancement techniques that would assist commanders in better managing their crews under high-pressure and stressful conditions.

The first generation of CRM marked a step forward in recognizing the importance of the human factor in flight safety. It underscored the need to change training approaches and provided a platform for the further development of crew resource management methods.

Feedback on these changes was diverse, but despite this, CRM continued to evolve, encompassing more aspects of crew interaction and aiming to improve flight safety and efficiency.

The third generation of CRM is characterized by further development and deepening of the integration of CRM into training systems and flight-related procedures. At this time, significant efforts were made to ensure the integration of CRM principles into every aspect of crew work.

A key element of the third generation was the standardization of CRM procedures and terminology. This was done to ensure clarity and consistency in understanding and applying CRM principles across the aviation industry.

The third generation also marked an expansion of CRM's scope. The concept began to be applied not only to aircraft crews but also to other aviation professionals, such as air traffic controllers and technical staff.

The increased level of standardization and integration led to improvements in training and evaluation methods. New training techniques were introduced, aimed at developing teamwork and leadership qualities in all crew members. Assessments became more objective and comprehensive, including an analysis of both individual skills and the performance of the entire team.

EBT emphasizes collecting and analyzing performance data from crew members to better understand their strengths and areas in need of improvement. This approach facilitates the creation of training programs that are maximally effective for each individual pilot, rather than the entire crew.

With EBT, airlines can develop and implement more precise and effective training methodologies. This not only improves training quality but also aids in early detection and correction of potential problems and weaknesses in pilots' skills.

EBT supports the principles of adaptive and individualized training, allowing crew members to develop the necessary skills and competencies in line with their unique needs and preferences. Consequently, training becomes more focused and goal-oriented.

In modern aviation, the primary focus is on integrating new technological solutions, such as artificial intelligence and machine learning, to further enhance training and assessment processes. These innovations aim to create systems capable of adapting and responding to changing conditions and needs in real-time, facilitating continuous learning and refinement.

Moreover, there's an increasing trend towards openness and collaboration between different airlines, educational institutions, and regulators. This process promotes knowledge sharing and best practices, in turn leading to the creation of more resilient and secure management systems.

The objective of CRM remains constant – to minimize human errors and enhance the quality of interaction and communication within the crew. In the future, with ongoing technological and methodological evolution, new generations of CRM are expected to emerge that can even more effectively address modern aviation challenges.

Going forward, CRM will likely continue to evolve towards greater integration and depth, taking into account the psychological and cultural diversity of crews. The emergence of new technologies and training methods provides opportunities to design more dynamic, intuitive, and resource-efficient systems, elevating safety standards and professionalism in the aviation sector to a new level.