new arrivals that you will want to talk to them later in the day–and be sure to do it. PERSONNEL PROBLEMS Since misunderstandings can arise in almost any working  situation,  a  complaint  in  good  faith,  a disagreement  between  the  members  of  the  crew,  or direct or indirect disobedience are problems that you must face and attempt to settle or solve as expeditiously as  possible. SCIENTIFIC APPROACH TO PROBLEM  SOLVING Whenever you have a problem to solve, you should use  a  logical,  proven  method  to  guide  you  to  a solution.  Problem  solving  is  primarily  a  method  of thinking  based  on  scientific  procedures.  In  the following paragraphs, we will show you how to use a scientific approach to solve a problem. Place yourself in the hypothetical situation of being leader of a group of problem solvers as you read about the basic steps in problem solving. One of the most important steps in learning to use the  scientific  approach  is  accepting  the  need  for  a logical,  orderly  procedure  for  evaluating  a  problem.  The procedure we will teach you is known as the six-column approach. Over the years, the six-column approach has been  found  to  give  excellent  results.  The  column  titles represent  the  phases  and  sequence  of  the  problem solving  process:  (1)  Facts,  (2)  Problem,  (3)Possible solutions, (4) Consequences of possible solutions, (5) Accepted  solutions,  and  (6)  Cause  or  causes  of  the problem. A shallow look at the system may lead you to think that  the  process  is  fine,  as  long  as  time  is  not  an important element. You may think you won’ t often have enough time to use it. A deeper look, however, will  show  you  that  this  process,  properly  learned and   properly   used,   applies   to   any   problem regardless  of  the  time  element.  You  must  then realize  that  time  is  relative.  Extra  time  spent  “up front”  saves  time  later  on.  By  using  the  scientific approach,  you  will  prevent  “wheel  spinning”  and make   better   use   of   whatever   time   you   have available  to  solve  the  problem.  Some  problems require  lengthy  consideration.  Others  may  require only  a  few  seconds  to  determine  the  facts,  identify the  problem,  consider  a  course  of  action,  and  then act.  In  either  case,  the  process  works.  After  you have  used  the  process  several  times,  you  will  start to  use  it  automatically  whenever  you  encounter  a problem. 1.   Determining   the   facts   (column   1).   In   the problem-solving method, you  must determine the facts. All  good  objective  reasoning  is  based  on  facts,  things, or  events  that  have  actually  occurred.  People  often interject assumptions, which are subjective and have not occurred.  In  learning  the  problem-solving  method,  insist that your group deal only with the facts as outlined in each problem; or, if an assumption is accepted, make sure it is identified as an assumption, not a fact. After the  group  has  discussed  the  problem  and  agreed  upon the facts, list the facts under column #l. Delay  discussion  of  any  facet  of  the  problem  until you are sure you have obtained all pertinent facts. — 2. Defining the problem (column 2). In any human relations incident or any other problem, there are usually two  elements  or  problems–the  apparent  and  the underlying. You will notice this when your group tries to define the problem. Most people can easily see the immediate   problem: the  equipment  does  not  work someone  is  in  trouble,  relationships  are  poor  between people-these  things  are  apparent. The  individual  must  face  all  these  problems.  A person can usually define the immediate (or apparent) problem  but  must  be  trained  to  define  the  underlying difficulty. A statement defining the problem should be written out; an oral statement is not enough. The group should analyze the written definition criticall y and come to an agreement concerning it. Only then is the group equipped to explore the best possible course of action. 3.  Possible  courses  of  action  (column  3).  Any problem has many possible courses of action to achieve solution.  Before  you  decide  on  any  single  course  of action, try to determine all the courses of action. In handling technical or human relations problems, you should be aware that many alternative solutions exist. Remember, in this phase you are not evaluating the courses of action; you are merely listing the alternatives. Enter  the  possible  courses  of  action  under  column  #3. The fourth step determines, to a large degree, which one (or combination) of the courses of action from column 3 you can use in solving the problem. 4. Consequences of possible actions (column 4). No leader worthy of the name leaps to the solution of a problem without considering the consequences of all proposed courses of action. What will occur if I do this instead of that? You, as a military leader, are responsible for  the  action  you  take.  Therefore,  you  must  be 3-11