all think alike, those who are capable of finding proper solutions quickly and easily have something in common. They follow a well-established pattern of thought and action. Some people practice the pattern instinctively, thereby reaching solid, useful conclusions in what appears to be an amazingly short time. For most of us, this pattern is not one we know instinctively. We learn it only after having paid in concerted effort. We may learn of it in the classroom, on the job, or from books, but it becomes a habit only after the trial and error of repeated applications. The problem-solving process can be divided into six steps. Preliminary to solving a problem, you must recognize that there is an actual problem to be solved. Then you proceed as follows: 1. Define the problem. 2. Establish objectives; that is, determine what you want to accomplish. 3. Get the facts. Assemble all the facts related to the problem. Decide what personnel, if any, are involved. Review the record. Find out what rules, regulations, and customs apply. Contact any individuals concerned for opinions and feelings, as well as facts. Be sure you have the whole story. Perhaps materials or equipment constitute a part of the problem. Special methods or operational schedules may also have an effect on the problem. 4. Weigh and decide. After you have assembled all the facts, analyze the problem in light of the facts. Fit the facts together and consider their bearing on each other. Check regulations, policies, and practices. What possible actions are there? What are the possible results of each action? Choose the best action, but do not make sudden or quick decisions. 5. Take action. First consider the following questions: Should I handle this problem myself? Do I need any help in handling it? Then consider the proper time and place to take the action that appears most likely to solve the problem. Do not depend on someone else to solve the problem. 6. Evaluate the action. During this procedure, check the results of your action to see if it solved the problem. Never assume that the problem was solved, as you may find that the action you took brought about additional problems instead of solving the initial problem. Watch for changes in output, attitudes, and relationships. If the problem was not solved, you may need to gather more facts and go through the entire problem-solving procedure again. The problem-solving technique can be mastered by anyone willing to learn. It may seem to take a great deal of time, but eventually it will actually save time. The individual who desires to become a good manager should become so skilled in its use that this technique is used automatically when dealing with the problems of supervision. Remember, the word problem is defined as an unsettled question or situation. When a problem is solved, it becomes just a temporary situation. An effective supervisor relieves temporary situations thus preventing them from becoming a problem. USE OF AVAILABLE RESOURCES Effective use of personnel is perhaps the most difficult of all military or professional tasks to learn. Materials and systems can be examined, analyzed and classified rather easily. The traits and characteristics of individuals are infinite in variety because they differ in physical abilities, intelligence, background, training, temperament, ambition, philosophy, and any number of other traits, defying any absolute classification. Yet anyone who wishes to manage an organization, of whatever size, must weld these individuals into a harmonious team in which each contributes to the common effort. Petty officers first class and chief petty officers have a more urgent need to develop their management skills than their civilian counterpanes. There is no process in the Navy comparable to firing a person. Transfers used as a means of eliminating problems are not recommended, even when you are willing to overstate the case. Certainly, discharge of a person for unsuitability or bad conduct is a serious step with a permanent effect on the individual, and the Navy is understandably reluctant to do this. You are expected to accept the personnel assigned to you and, with competent supervision, to accomplish whatever tasks you are assigned. Effective use of personnel takes place when certain conditions are met. Some of these conditions are as follows: l There is no “featherbedding’’–every person assigned has a legitimate function to perform. . There are opportunities, encouragement, and help for all personnel to develop their individual 1-4