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