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Developing the "We" Concept
Too  often  we  limit  the  concept  of  training  to classroom  instruction.  We  forget  that  training  is  a constant process in everyone’s development. That may be  even  more  apparent  in  the  Navy  because  of  the frequency  of  transfers.  There  is  always  someone transferring  out  and  a  new  replacement  reporting  in. Even  though  skilled  in  the  job,  the  replacement  must learn local procedures and adjust to local problems and working  conditions. Each new member presents an immediate need for  training.  The  extent  of  the  training  needed  is determined   by   the   person’s   prior   training   and experience. The training needs may be met through three important  steps: 1. Greeting the member pleasantly. While this act of courtesy is not training in the strictest sense, it sets the  attitude  of  the  new  member  toward  the  team  and opens the door for other team members to follow the example. 2.  Teaching  the  basics  immediately.  The supervisor can quickly determine the new member’s need for this training from information gained through an  interview.  The  responsibility  for  providing  this training may be assigned to other members of the team; the  method  used  must  be  appropriate  for  each individual. 3. Providing follow-up. This step is just as neces- sary as the training step, from both the viewpoint of the supervisor  and  the  new  member.  A  follow-up  lets  the supervisor know how the member is progressing and what  additional  training  is  needed.  It  shows  the supervisor’s interest in the members progress and opens lines  of  communication. 4-9

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