"(One intern) would just babble off at the mouth, and I would have to say, 'Now, let's slow down here. We need a little peace and quiet sometimes at the office. We've got to pay attention to customers more.' (Another youth) was very quiet. So we, (my colleague) especially, started teasing her and stuff, and drew her out of that. Now, she talks pretty much, but she still knows when to be quiet, and when a customer's there she does not chit-chat with anybody else."

"There'd be things he would say, and I'd ask him about it later. 'I wondered what was going on with you when you said that. I remembered we were standing there, and I said 'Why don't we do a map?' And you said something like, 'Oh, we already talked about that.' Something like that, dismissively. It would be in the context of a general meeting we'd have about lots of things. And I'd say, 'What happened? Remember when you said that?' And sometimes it would just go nowhere. I wouldn't be clear. Sometimes he would say, 'Oh I guess I was feeling....' Either he'd relate it to something that had happened that had caused him to feel tense, or sometimes he would even say, 'I've been in a pissy mood. I'm sorry and apologize.' So I thought that was progress."

A youth described what she learned about teamwork: "Just listen to what everyone else has to say, because someone else might have a better idea than you, or they might do something better than you can. If she needed my help to do it, I would do it. If I didn't do it then, she would look bad or she would have to do extra. And I didn't want her to do that. I had too much respect for her."

"(My intern) would be angry (at others in the shop) and say things, and I'd explain to him: 'That's not the way you can be. You're going to have to put up with this. This is the way that is. If you don't like the way somebody said something, if you don't think it's right, ignore it. You can't hold a grudge.'"

"I just told him how grateful I was that he was able to show me how important it is to carry on that good working relationship with all your fellow employees. I had learned a lot from watching him with the people in the office, how he got along with them, and how I should act towards others. I learned that the more respect you give someone, the more that you'll get. I saw that from the way he treated others and how much respect he does get from people in the office. Because he gives it to them. And I have a lot of respect for him because he's always so great to help, and always the first one there to say, 'Hey, do you need me to help you do something?' or things like that."

"We talk about these type of things a lot. I will not tolerate, 'That's not my responsibility.' It doesn't go here. There's a small team and everybody has a part to play. The other thing I will not tolerate is, 'If I want it done right I have to do it myself.' That's wrong. Again, everybody has a part and everybody needs to do their share. Otherwise you have one person or two people or a small group of people who are doing all the work and you have a small group of people who are just cruising along. That does not make for good business. It makes for a very unhealthy atmosphere because people become resentful."

"When she's here, she's here a hundred percent, and working on whatever needs doing in the greenhouse. She isn't just working on the stuff that's her own special project. It works out really well, because that's the nature of this business; it's very time sensitive."

One part of what I'm trying to accomplish is to have people work together. We really don't want to see any distinction. Everybody is doing a role, and that's what I'm trying to instill in the youth. If she looks at the way people interact in the unit, nobody's pulling rank. If there's no support associate, she will clean the chair. It's not beneath anybody to clean the chair after the person goes to the OR, just to get the chair ready for the next patient. She knows it's the work of a support associate, but she sees that the nurses are doing that when the support associates are busy. So she takes it upon herself to also clean when there is no support associate there. I didn't have to tell her that. So it's role modeling, I guess, how to work in a group. She saw that (with) the people that she works with. If they're busy, I also go out there and take a patient. I don't have any problem cleaning the chair myself also. I think I'm getting her to see how a good team works."

"When we have meetings where we are discussing problems, we are all together as a group. Sometimes it's not pretty, but it's life. That's the way it happens in the business world. We're having problems or things didn't get done the way they should have. Management's down there, and there's the tension that goes on in those types of situations. (I) try to include him in anything that does happen or go on, to let him see what actually happens in the real world. You talk with them about it afterwards, say, 'Well, what did you think about that?' When you've got production schedules running so close that just one little glitch could cost hundreds of thousands of dollars because you didn't make shipments. That's when tensions get high."

"(Some students) just stay in a corner, they don't want to interact with the people that they work with. They'd rather do the filing or find some paperwork. They ask for some task that they can be by themselves. So we draw them out. I will talk to the people that they work with also to kind of draw them (out). 'Don't let them do this filing because that's not what they really are here for.' One particular student that we have to pull out of the corner all the time, every time I saw her I said, 'Well, why are you always here? (Why) don't you talk to other people?' We have some kind of socializing here between 11 and 1, but she'd rather be by herself. That's her personality too. But by the time she (had finished her internship), we noticed a change in her. She showed us her prom pictures. She sent us a letter that she really had a good time here. By the time they leave here they bond with the staff."