you   study   the   six   basic   steps   in   problem   solving, using  the  six-column  approach. Step 1—Facts Determine  the  facts.  All  good  objective  reasoning is based on facts, things, or events that have actually occurred.  People  often  interject  assumptions  that  are subjective  and  have  not  occurred.  Insist  that  your group  deal  only  with  the  facts  as  outlined  in  each problem; or, if an assumption is accepted, ensure that it is identified as an assumption, not as a fact. Delay discussion of any facet of the problem until you  are  sure  you  have  obtained  all  pertinent  facts. After the group has discussed the problem and agreed on the facts, list the facts under column 1. Step 2—Problem Define   the   problem.   In   any   human   relations incident  or  any  other  problem,  there  are  usually  two elements or problems—the apparent and the underly- ing.  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,  etc. The person must face all these problems. A person can  often  define  the  immediate  (apparent)  problem, but usually he must be trained to define the underly- ing   difficulty.   A   statement   defining   the   problem should  be  written  out;  an  oral  statement  is  not  enough. The group should analyze the written definition criti- cally  and  come  to  an  agreement  concerning  it.  Only then is the group equipped to explore the best possible course of action. Enter the result in column 2. that   there   are   many   alternative   solutions.   In   this phase,  you  are  not  evaluating  the  course  of  action; you are merely listing the alternatives. Enter the pos- sible  courses  of  action  under  column  3. (Step 4 determines, to a large degree, which of the courses  of  action  from  column  3  you  may  effectively use in solving the problem.) Step 4—Consequences of Possible Actions Determine  the  consequences,  if  any,  of  possible actions.  No  leader  worthy  of  the  name  leaps  to  the solution  of  a  problem  without  considering  the  conse- quences  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. There- fore,   you   must   be   completely   aware   of   the   conse- quences  of  each  decision  you  make.  Consider  the relative importance of each course of action. Enter the result in column 4. (Since step 5 involves the use of manpower and/or materials, you must consider this step carefully to ob- tain  the  most  economical  result.  This  phase  of  the problem  requires  much  discussion  and  thought.) Step 5—Accepted Courses of Action Determine the accepted courses of action. One (or a  combination)  of  the  possible  actions  will  be  chosen as the solution to the problem. Do not think that you need unanimous agreement to achieve a solution. Usually,  you  should  give  serious  consideration  to the  opinion  of  the  majority;  however,  the  final  deci- sion  is  your  responsibility  as  leader,  based  on  your personal evaluation of the facts and recommendations submitted. Enter the result in column 5. Step 3—Possible Actions Step 6—Cause of the Problem Determine possible solutions. Most problems have many  possible  courses  of  action  to  achieve  solutions. 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  may  find Identify the cause of the problem. Hypothetically, you  have  now  solved  the  immediate  problem;  it  no longer  exists.  What  is  left  for  you  to  do?  You  should ask,  “What  caused  this  problem  to  occur?”  By  asking 3-11