tion,  which  is  the  basis  for  true  discipline,  has  few discipline problems. The   following   paragraphs   differentiate   between positive discipline and negative discipline: Positive  discipline  is  the  force  that  originates within  individuals  that  prompts  them  to  obey  rules and  regulations.  People  in  a  Navy  organization  do what  is  right  because  they  do  not  want  to  hurt  the group as a whole and because they believe that by fol- lowing  the  accepted  rules,  they  will  help  the  group achieve  its  objectives.  This  is  called  esprit  de  corps. The  supervisor  who  builds  esprit  de  corps  has  little need  to  resort  to  negative  discipline.  Discipline  and high  morale  go  hand  in  hand.  Positive  discipline  is closely  tied  to  the  admiration  and  respect  personnel have  for  their  supervisor.  This,  in  turn,  is  based  on good human relations. Negative  discipline  is fear based on the threat of punishment. It originates from without. If you sub- ject  people  to  negative  discipline,  they  will  do  only enough to get by when you are watching. Then, when you  leave  for  a  few  minutes,  discipline  also  leaves. Their  only  motivation  for  working  is  fear  of  reprisal. Giving Orders A  good  supervisor  gives  much  thought  to  the  art of  giving  orders.  Properly  giving  orders  really  is  an art  that  you  must  practice.  Proficiency  in  giving  or- ders  will  reap  many  benefits.  Since  most  disciplinary problems are the result of personnel not carrying out orders,  this  subject  cannot  be  overemphasized.  There are  three  basic  types  of  orders:  (1)  direct  command, (2)  request,  and  (3)  suggestion. You should always consider (1) the situation under which  you  will  give  the  order,  and  (2)  the  personnel who  will  carry  out  the  order.  The  following  subsec- tions discuss the three types of orders, based on each of  these  two  considerations. SITUATION.—   The  situation  may  involve  a  di- rect  command,  a  request,  or  a  suggestion. Direct  command:  In  a  military  formation,  the direct  command,  or  formal  type  of  order,  is  always used. It is also used when there is immediate danger, fire,  accident,  disobedience  of  safety  rules,  etc. Request:  The  request  is  the  best  type  of  order to  give  for  daily  routine  work.  It  is  used  for  most orders  given  by  good  supervisors. Suggestion:  The  suggestion  is  excellent  when you wish personnel to proceed on their own when you do not know exactly how the job should be done. It is also  excellent  for  building  initiative.  Suggestions build  morale  and  show  your  personnel  that  you  have confidence  in  them.  However,  it  is  not  clear-cut,  and you  certainly  will  have  no  recourse  if  the  job  is  not done  properly. PERSONNEL.—  The   personnel   involved   in receiving orders may respond to a direct command, a request, or a suggestion. Direct  command:  The  direct  command  is  nor- mally  used  to  direct  careless,  lazy,  insubordinate,  or insensitive  personnel.  Except  in  unusual  situations, the  direct  command  is  normally  reserved  for  those who must be spoken to in a firm and positive manner. Request:  The  request  is,  by  far,  the  best  type of  order  to  use  with  most  personnel.  To  them,  a  sim- ple request in the form of a question has the full effect of a direct order. Moreover, the request fosters a feel- ing  of  cooperative  effort  and  teamwork. Suggestion:  The  suggestion  is  excellent  for those to whom a suggestion is sufficient. It stimulates people  to  show  what  can  be  done.  People  with  real initiative  like  to  work  on  their  own.  In  dealing  with sensitive,  highly  intelligent  personnel,  a  mere  hint  that something is desired should be enough to get a project started. Toss this person an idea by saying something like,  “Petty  Officer  Jones,  I  wonder  if  it  would  be  a good idea to do this?” or “Seaman Smith, do you have any  ideas  on  how  this  can  be  done?”  This  makes  the individual a key person in the project and provides a feeling  of  importance.  It  also  shows  that  you  have 3-13