It must then be obvious that succeeding in service depends heavily on the people who do the work. They must first develop an initial understanding of customer needs or the needs of the situation and then translate that understanding into the service provided. As delivery proceeds they modify the services or method of delivery and continuously interpret the customer's needs. It is worth noting that interpretive skills are quite as important in many service jobs that are not dependent upon high levels of formal education as in such elevated fields as medicine. There are two complementary paths - economies of depth and economies of coordination.
Depth comes about when workers increase their interpretive and responsive skills.
When two or more workers mutually adjust their efforts to define and achieve a common goal, the coordination creates economies. These results are contributed to by formal education, but competence is heavily dependent upon experience built up incrementally and iteratively following upon trial and success. Passing these lessons to others in an atmosphere of common objectives and mutual trust multiplies the benefits. The organization, to be optimal, must systematically and continuously promote improvement in workers' interpretive skills and foster transmission of improved ways. The most effective organizational atmosphere is one in which workers can identify with and participate in the aggregate success - both the financial return and the esteem flowing to the firm.