He played a number of typical situations before observers, other supervisors who kept notes and then explained to him in detail what he did they thought was wrong. Entirely concerned with efficiency, he was merciless in criticizing people who made mistakes, condemning them to too great an extent. He did not really listen to others, had little interest in their ideas, and wanted to have his own way -- which was the only right way. The entire group of managers explained, in great detail, a number of human relations errors that he made.

One by one, these errors were discussed and one by one he rejected accepting them as errors. He admitted his behavior, and defended it. He refused to change his approach, and instead he attacked high and low -- the officials for their not backing him, and subordinates for their laxness, stupidity, and stubbornness. After the diagnosing, he left the course, convinced that it could do him no good.

We may say that his problem was diagnosed but that he refused treatment. The engineer turned works manager had a particular view of life -- and refused to change it. We may say that his attitude was foolish, since he may have been a success had he learned some human relations skills; or we may say that his attitude was commendable, showing his independence of mind, in his refusal to adjust to the opinions of others. In any case, he refused to accept the implications of the analysis, that he needed to be made over.