DURING at least one period of the modern U. S. Navy there was much talk of indoctrination. In this period Captain Sims evolved and used with startling success a doctrine in the destroyer flotilla. The commanding and other officers were taught this doctrine while in port and then used it very successfully at sea in the war games. If this method was so successful in training officers in the flotilla, no doubt it could be used to obtain good results in the solution of other problems.
Consulting Webster we find that indoctrination is defined as the act of indoctrinating. To indoctrinate is to instruct in doctrine or principles in general—to instruct —to teach. It has been said that to really learn a subject one should teach it.
With the above in mind it was decided to try to apply the method to the problem of the first lieutenant in keeping the ship clean and in a good state of upkeep. The application of such a formidable-sounding method to so simple a task seemed almost in the light of using a method requiring more work than the task to be accomplished.
However, the attempt was made. The first lieutenant undertook to indoctrinate all his men with the captain’s policy as to care and upkeep of the ship. “Doctrine” and “indoctrination” were such heavy words that they were not mentioned to the petty officers or men at all. Apparently what they did not know did not hurt them.
Accordingly, the first lieutenant made up a list of all the common faults that were noticed on the commanding officer’s weekly inspection. These he sorted and classified until they were reduced to five general defects. Then he made out a list of the five general principles which he believed would eliminate all the defects. In his daily inspections therafter he merely pointed out to the petty officer concerned the rule that had not been followed. The rules were simple.
Rule 1. There is a place for everything; keep everything in its place.
Rule 2. Start your cleaning in the corners; at inspection dirt piled neatly in the gangway will not be noticed.
Rule 3. Scrub paintwork daily with fresh water whether it needs it or not.
Rule 4. Chip off old paint where absolutely necessary and never chip off more than can be replaced with red lead after wire brushing the same day.
Rule 5. “By their boats ye shall know them.” A smart ship has clean boats that run.
The first lieutenant explained each rule with exactness to each of his leading petty officers. Then he required each petty officer to explain them to all of his own men. The petty officers were required to know the rules and to call off the one that had not been followed when the first lieutenant pointed out a defect during inspection.
The results obtained were excellent. The petty officers fell quickly into the spirit of it and made it an enjoyable game. It outlined a definite policy they were to follow in very general terms and permitted them that play of initiative that breeds excellent and reliable petty officers. The men followed the lead of the petty officers and the improvement continued steadily. It had the drawback of having the men draw odious comparisons occasionally when alongside other ships that used a less effective method.
The results that came make one believe that such a method could be used in solving many other more difficult problems. In fact it is used in many, many ways and is given no name throughout the naval service. The scheme is old and has many times demonstrated its worth. It has the advantage of making the user of it know his subject with thoroughness, rather than think he knows it, in order that he may teach it to those who are going to do the actual work.
The effect of the experiment was twofold. It improved the ship. It improved the crew by making it more observant and more proficient. Last but not least, it gave an excellent demonstration of the simplicity and effectiveness of that formidable-sounding term “indoctrination.”