Remember, the impressions made during the first days on the new assignment will carry over for a long time  to  come.  The  member’s  future  attitude  concern- ing  the  outfit  is  being  molded,  good  or  bad,  during this period. The   following   suggestions   should   assist   you   in properly  handling  new  members  of  your  crew: Put  new  arrivals  at  ease.  Give  them  a  cordial greeting.  Make  them  feel  that  you  are  glad  to  have them. Be tactful. Get their names correct and remem- ber  them. Show  personal  interest.  Seek  out  topics  of mutual  interest.  Ask  about  their  previous  work  and their  families,  and  ask  if  they  have  been  properly berthed. Give  them  the  right  point  of  view.  Let  them know  you  have  confidence  in  them  and  that  you  ex- pect and demand good work. Now is the time to build proper attitudes and loyalty. Tell  them  about  the  work.  They  are  eager  to know  what  they  will  be  doing.  Show  them  how  their jobs  will  fit  in  with  the  whole  picture  and  help  them feel that their jobs are important. Give  them  essential  information.  Do  not  con- fuse  them  with  endless  details.  Write  down  for  them some of the essential information, since, at this time, they  have  so  much  other  new  information  to  remem- ber. Introduce  the  new  personnel.  Always  intro- duce  newcomers  to  each  member  of  the  crew  and  to any others whom they need to know. See  them  again  at  the  end  of  the  day.  Ask them how they are doing and give them a few words of  encouragement. If  you  cannot  personally  carry  out  these  sugges- tions,  put  new  personnel  in  the  hands  of  a  trusted subordinate who is well-qualified to handle the situa- tion.  Explain  the  reason  for  your  unavailability  and tell  the  new  arrivals  that  you  will  want  to  talk  with them later in the day—and be sure to do it. PERSONNEL   PROBLEMS Misunderstandings can arise in almost any work- ing situation, such as a complaint in good faith, a dis- agreement   between   crewmembers,   or   disobedience. These are problems that you must face and attempt to solve as expeditiously as possible. 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.  This  section shows  you  how  to  use  a  scientific  approach  to  solve a problem. One of the most important steps in learning to use a  scientific  approach  is  accepting  the  need  for  a  logi- cal,  orderly  procedure  for  evaluating  a  problem.  An excellent procedure is the  six-column  approach.  Over the years, this method has given excellent results. In   the   six-column   approach,   the   column   titles represent  the  phases  and  sequence  of  the  problem- solving  process:  (1)  facts,  (2)  problem,  (3)  possible actions,  (4)  consequences  of  possible  actions,  (5)  ac- cepted   courses   of   action,   and   (6)   cause   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 at the beginning saves time later  on. By  using  a  scientific  approach,  you  will  make better  use  of  whatever  time  you  have  available  to solve  the  problem.  Some  problems  require  lengthy consideration.  Others,  however,  may  require  only  a few seconds to determine the facts, identify the prob- lem,  consider  a  course  of  action,  and  act.  After  you have used the process several times, it should become automatic  whenever  you  encounter  a  problem. Now  place  yourself  in  the  hypothetical  situation of  being  the  leader  of  a  group  of  problem  solvers  as 3-10