THIS MANUAL

"HOW to" books are available for almost any subject-how to build a house, how to build a plane, how to build a boat, how to repair your car, and even a how to diet and live with it. These books are written for those who have an interest in those things, but lack the "know how" to do them.

In a way, this manual is also a "how to" book but it does have a slightly different approach. To begin with, you already possess the "know how''-everyone really knows how to be courteous and helpful. When we don't do what we should, either we don't care or just didn't stop to think how our actions might affect the other person. The intent of this manual is to impress upon you the importance of caring and the effect of your actions and attitude toward others.

This manual first identities undesirable personal traits of members that can make the Navy less than it can be. It asks you to evaluate yourself so that you can become aware of areas needing improvement. Then, by showing the advantages of improvement to you and to the Navy, it dares you to accept the challenge of self-improvement.

We in the Navy have a real need to improve our human relations. Human relations often are the deciding factor as to whether a member likes the Navy or dislikes it.

EXAMPLES WITHIN

Chapter 2 is a series of case studies, or examples, of the type of service that is often encountered in the Navy. Some of these examples are limited to specific ratings, others are not. Some portray good service, others poor.

The purpose of these examples is to help you evaluate your own attitudes and abilities. To say that something is "better" really doesn't say much unless you go a step further by adding "than ." That is evaluation, and evaluation can be simply described as the weighing of all known factors to determine a best course of action. In team sports, each team is constantly evaluating the strengths and weaknesses of the other so that it can plan its strategy.

Self-evaluation requires that you weigh your own strengths and weaknesses-not an easy task. It's much easier to evaluate someone else's strengths and weaknesses because you are less likely to be distracted by excuses and rationalization. The performances described in the examples will help somewhat in this respect since you can examine, and then compare, your performance with those described.

References TO EXAMPLES WITHIN

Chapters 3 and 4 examine the needs of Navy members and, by referring to the examples in chapter 2, identify the attitudes and skills necessary to meet those needs,

Chapter 3 gives examples on the basis of the individual-you. What attitudes and what skills do you need? Why? How can you improve them? Why should you even try?

Chapter 4 examines the team-all the people who work at the contact point. It points out your responsibilities to the team and the team's responsibilities to you. It demonstrates how team members can assist each other in providing improved service.

ATTITUDE TOWARD

We have discussed the importance of a good attitude as it relates to doing a job well. Attitude is also important as you read this manual. As you read, ask yourself, What does this example say to ME? Do I exhibit any of these undesirable traits? If so, what difference would it make if I didn't? If you take this attitude, you are likely to find some areas in which you can improve simply by being aware of the need for improvement. However, if you read it with a closed mind-that is, with the attitude that everyone is out of step but you-your efforts will have been futile.