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provided that information which SA Doe spent most of
the day discovering.
So, we find that PO Boate didn’t do so well. Not
because of what he did, but because of what he did NOT
do. His concern was with the immediate problem—he
did not anticipate possible complications. As a result,
Boate, SA Doe, the head of the department, the XO, and
the DK all wasted time.
Now let’s look at DK Pistol’s performance.
want to give Doe any more information than was
absolutely necessary.
He had several opportunities to avoid wasting his
and SA Doe’s time, but he missed all of them.
He spoke clearly in face-to-face conversation, but
not on the phone. Some people speak on the phone as
though they were being charged by the minute—they
crowd as many words into as little time as possible. ‘That
is particularly true when people are answering the phone
or repeating frequently used phrases. More attention to
grammar and diction will improve telephone
communications considerably.
He has much room for improvement. His general
attitude was Don’t bother me!
The information he gave was correct, but he stopped
too soon. SA Doe was misled because the DK didn’t
Probably his lack of interest was his basic failure.
Because he- was not interested in the customer, his
approach was to handle the immediate problem with the
least amount of effort.
He was not really interested in the welfare of the
customer—he did only what he had to do.
CASE NUMBER 8
A Hospitalman going over a patient’s chart in the
orthopedic clinic answers the phone, “Orthopedic
Clinic, HM Door; may I help you?”
Over the line comes an irate voice, “This is Captain
Boat, retired, and I’m really upset. What’s going on
there? I was referred by primary care to see an
orthopedist. Someone at the appointment desk told me
it will be 2 months before I can get an appointment.
What? Are you kidding! I thought I was to get all of this
great care in the military. Is this what you call care? I
fought in two wars and gave 30 years of my life to this
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