5-2becomes keen. The main thing to remember is that you cannot rise by putting others down. If you try to do so, your unkind actions will ultimately cause you to fail in your job. In addition to being cooperative personally, a good supervisor  may  sometimes  have  to  encourage cooperation on the part of other supervisors. In the long run,  the  person  who  is  able  to  foster  and  maintain harmony in all relationships is the one who will be assigned to the Navy’s key jobs. ACHIEVING  TEAMWORK  WITHIN YOUR OWN SHOP Even  in  primitive  times,  people  banded  together.  To have a working band or team, you should know and appreciate  the  psychological  rewards  that  a  group  must provide in order to hold its members: A  feeling  of  security. A feeling of belonging. A feeling of being somebody within the group. A feeling of pride in the group. A  feeling  of  recognition  from  outside  the  group. (The harder it is to get into the group, the more important the members feel.) A  feeling  of  accomplishment.  (The  group  is attaining  common  goals.) A satisfaction of certain needs (advancement, pride in work, acquiring new skills, and so on) while attaining the goals of the group. A  good  leader  encourages  these  feelings,  since  the stronger these psychological rewards, the stronger will be  the  group.  Some  supervisors  achieve  such  a  strong feeling of group pride that their personnel actually feel privileged to work in the group. The people we supervise are human beings with individual differences. They usually produce only to the extent that they feel like producing, and their will to produce is based primarily on  the  ability  of  their  supervisors  to  win  their cooperation. Good leadership is reflected in this ability to  get  cooperation;  and  cooperation,  in  turn,  is  a reflection of the respect the personnel have for their supervisors. Teamwork or cooperation, then, is based on good human relations. When you walk into any shop or office, you can almost feel whether or not the spirit of cooperation is present. If it is there, you can see it in the faces of the people, in the appearance of the work space, in the reception  you  receive,  and  in  the  way  the  work  is performed. Poor cooperation and poor management are indicated whenever bickering, jealousy, and friction are present. Low  production  is  the  inevitable  result.  Frequent accidents,  indifference,  sloppy  work,  griping,  complaints and  grievances,  criticism  of  the  unit,  buck-passing,  loafing, many requests for transfer, poor planning, and poor training or indifference to training–all these danger signals indicate lack of cooperation and poor management. ELEMENTS TO CONSIDER IN DEVELOPING  COOPERATION Developing   cooperation   within   your   group   is largely a matter of adapting your behavior to meet the varying situations you encounter daily–and in going out of your way to show a willingness to cooperate. You cannot simply order  cooperation. Resistance to Change People  resist  change.  Even  when  the  change  is clearly for the better, people persist in clinging to the old way. Remember, unless ordered by higher authority, changes must not be too fast. They should be properly timed and, if possible, explained before they are placed in effect. Correcting  Mistakes When you think you need to correct a mistake a worker  is  making,  unless  safety  is  involved,  make  the correction through those who deal directly with the individual. Remember the worker takes orders from an immediate supervisor, and that supervisor may have valid reasons for having the individual perform in a certain way. Delegation of Authority Good  supervisors  soon  learn  to  delegate  work.  They develop  their  subordinates  and  get  them  to  do  all  the routine work. These supervisors then have time required to  handle  personnel  problems,  study,  and  do  the necessary planning and creative work. Those who do not learn  the  knack  of  delegation  may  develop  ulcers  and may also have an uncooperative group! 3-9