SALES LETTER - RKC

From Bob Clark (931209.1415 EST)

Dag Foressell (931207 1215) & (931207 1515)

It looks like you have lost interest in selling your Programs. These
letters are attempts to sell PCT. I don't object to trying to sell
PCT, but it is my impression that you really need to sell your
Program.

Have you distributed your November 1 letter? With what results?

That letter at least had the word "management" in the first line. In
this letter, "management" does not appear until late on a list of
possible applications of behavior theory.

If your prospect is looking for better explanations or a better
theory, he may have some interest in your Program. To me, this seems
unlikely.

From my own management experience, observation and analysis of other

managers and their problems, I find management's primary concerns, as
management, are related to resolution of conflicts. Working with
people, as has been pointed out, invariably results in conflict -- of
many forms. If there were no differences of opinion, goals,
purposes, etc, that is: "conflicts," there would be no need for
management. Everyone would do his thing and it would all fit
together.

Those who have accepted responsibility for direction, supervision,
planning, of other peoples activities are continually concerned with
conflict resolution. Conflicts arise, indeed, whenever people get
together for any mutual purpose(s).

But, Dag, you know all this. That indeed, is what your Program is
all about.

If you want to sell your services, you need to offer something your
prospect _already_ knows he needs. Few people, in my experience, are
interested in theory -- they want "practical" solutions. As you and I
know, there is nothing more "practical" than a valid theory. But
people tend to consider anything expressed in abstract terms as "only"
theory -- "give me something I can use!!"

In meetings of the Forest Park's staff there have been reports of
management related seminars offered in the area. The response has
been, more or less, "so what's new." Attendance has been suggested,
without much enthusiasm. A few did go, and came back with the
expected reports, little was new, and none of it was of much help.
This may be a result of the management skills of the city manager,
whose performance, in my opinion, is excellent as indicated by the
general morale, cooperation, and performance of the administrative
employees.

Incidentally, I am making no effort whatsoever to sell PCT in this
organization. Rather, I am applying it in my attempts to help solve
some of the city's problems. Have had some success in some areas, and
have received some personal recognition for my efforts. (This, of
course, is a form of _positive_ feedback, which tends to increase my
attempts to participate.)

Dag, I hope these remarks will somehow, perhaps indirectly, lead to
your increasing success with your Program.

Regards, Bob Clark