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reasons for working-relationships, influence and money in that order.

As a result of his vision, he began to attract followers, some from the USFS where he developed the organizational expertise and some of the early workshop designs, some from other members of CSP, some from clients he taught, and me--I came for a job and stayed because of the vision.  Why did he call it Camelot?  He says he named the project after his sailboat, a 33'  Staysail Sloop.  I, however, have always been intrigued with the analogies to the ancient legend about King Arthur and the Knights of the Roundtable.  The Knights came together around a round table, weapons put aside, talking to solve conflicts.  They created a community in which each contributed their best and exceeded their own individual potential.

Ernie chooses to influence people through their work endeavors because people put most of their time, energy and creativity into their jobs.  In order to do this he created Camelot as a project of CSP.  A major contribution to teaching PCA to people in organizations is his focus

on the whole range of human experiences that includes but does not emphasize feelings.  Another significant element that makes PCA more applicable to organizations is teaching congruence, empathy and unconditional positive regard as tools and skills people can use when and if they choose.

In 1986, Ernie made a decision to create a business entity called Camelot in order to accommodate the growth in scope and profitability desired by Camelot staff.  Camelot Project eventually faded away. For a time our Camelot lived up to the dream, much like King Arthur's Camelot.  Our work was fun, profitable and satisfying to us and our clients. Our designs were evolving and exciting.  Our relationships within the organization were growing and developing.  The focus changed from using PCA skills as consultants to facilitate change in our clients to teaching our clients skills so that they can choose to use them as they see fit.  About the same time, Ernie made a bold statement, "Congruence, empathy and unconditional positive regard are necessary and sufficient

for the successful conduct of relationships at work."
In the Spring of 1992, Camelot was beset with issues common to most organizations at that time:  cutbacks, downsizing and financial losses.  Our ability to operate as a new community was severely taxed and failed.  Camelot almost ceased to exist.  The Knights all rode off to seek their dreams and their fortunes elsewhere.  Only Ernie remained, steadfast in his vision and impacted by his failure.  As one of those who went away, I also experienced the impact of my failure.  I returned, almost three years later.   I am still attracted to the vision and I see Camelot as my best option for pursuing it. What Ernie is doing about his vision is something to which I want to contribute.  My own responsibility has become impeccable as a result of my failure.