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ross, 2009) This situation was well handled by the crew following these 6 steps that they received during training to try and resolve a crisis.

Step 1: 'The best defense is a good offence' (Cross, 2009): Establish training exercises for the possible crisis, US airways had done this with the crew and so they would have been well prepared for the crisis. The commanding pilot was also a very knowledgeable person on crisis management and knew how to formulate a backup plan in stressful situations as evidence by this statement from him in a post accident interview; 'One way of looking at this might be that, for 42 years, I've been making small regular deposits in this bank of experience: education and training,' said US Airways Capt. Chesley 'Sully' Sullenberger. 'And on January 15, the balance was sufficient so that I could make a very large withdrawal.' (Couric K 2009)

Step 2: 'Tell me now' (Cross, 2009): Communicate to known company a protocol that is what the cockpit crew did when they had the failure. Even though the emergency happened at a low altitude they still had to rigidly follow company's procedures to try and evaluation the aircraft systems and the situation itself

Step 3: 'Rally the team' (Cross, 2009): Communicate with the other team members on both the best and worst possible outcomes for the situation. The US air 1549 flight crew discussed all possible alternatives in the approach they would take to try and solve the problem

Step 4: 'Isolate and contain the problem' (Cross, 2009): Once the crew identified their plan of attack, they isolated the problem by using the best known knowledge at the time and went through checklists to try and remedy the situation and start the engines so they might be able to get out of the situation. 'US Airways also focused on the ABCs - Assess what the situation is and/or threats are, Balance available barriers using policies, procedures and flows, checklists, automation, external resources, human factors, and knowledge of aircraft handling, Communicate effectively and understand callouts, and Standard operating procedures.' (Sullenberger C, 2009)

Step 5: 'Fix it' (Cross, 2009): After the accident, the industry and airlines are trying to remedy the situation of bird strikes for the future and also better crew training for water ditching

Step 6: 'Train all team members' (Cross, 2009): Remedial action after the accident and the subsequent findings have suggested better precautions and training to try and prevent an occurrence like this happening again.

Comparing of the learnt theories to the case study 1
The theories learnt in this course are very relevant to this accident. High risk industries have been littered with tragedies from poor management systems in the past. A good starter for this is the review of CRM from lecture 10 in our course it states that; 'CRM is a system to achieve safe and efficient flight operations by optimizing the use of all available resources such as equipments, procedures and people. CRM training focuses on mastering knowledge, skills and attitudes related to communications, situational awareness, problem solving, decision making, and teamwork' (Ljubo V. and Sutherland B, 2010). The paragraphs below outline how the CRM was successfully implemented in the accident;

2.3.1 Leadership: The captain of the aircraft displayed great composure and guida