Source: People's Liberation Army Daily, China Military Trumpet
"Twenty can" changed something
Jiefangjun Bao special correspondents: Sun Libo, Ma Zhen, Wang Yukai, correspondents: Zhang Shishui
A certain brigade of the Western Theater Army organized officers and men to conduct a 400-meter obstacle course. Photo by Niu Yuxiao
"Twenty can" set a new standard
"The practice of squad leaders restricting the use of mobile phones by soldiers on the grounds of unsatisfactory training results and poor daily performance has been corrected, and officers and men can use mobile phones in suitable places in their spare time" and "the practice of excessive environmental sanitation has been corrected, and cleaning can be done according to simple, natural, smooth and beautiful standards......
"Now, we 'can'...... do this," Luo Zhenchang, a second-class sergeant of a brigade of the Western Theater Army, was full of smiles when he talked about the new changes that had taken place around him.
In the first half of last year, the brigade issued a stipulation on "Twenty Possibilities for Scientifically Leading Troops." Since the regulations were "put into effect" for more than half a year, more and more officers and men have begun to applaud this move from the bottom of their hearts, just like Luo Zhenchang.
"Rectify and correct 20 habitual practices, and each pile is closely related to officers and soldiers. Luo Zhenchang told reporters, "Unlike before, the regulations introduced this time do not use too many words such as 'strictly prohibited', 'prohibited' and 'not allowed', but more to clarify what 'can' be done." ”
Why did you issue the "Twenty Possibilities for Scientifically Leading Troops"? A leader of the brigade organ was deeply moved: "These habitual practices have affected the daily lives of officers and men and the combat readiness training activities of battalions and companies. ”
During their investigations, they found some anomalies: during the winter lunch break, the fighters of some units were only covered with cotton coats and curled up to sleep; just after the lunch break, the fighters who went out on weekends rushed back to the camp one after another; there was not much garbage in the garbage cans, but the soldiers carried it away and emptied it several times......
Asked why, the warrior's answer was simple - this is "tradition". It turned out that in order to reflect the "high standard" of work, some battalions and companies adopted some "super-standard" measures, such as not opening the quilt during the nap to keep the housekeeping tidy, bringing forward the weekend holiday time to ensure the attendance rate of personnel, and requiring that the garbage cans must be emptied at any time...... Over time, these "super-standard" measures turned out to be "traditional".
Other research teams are also working in parallel. After talking with the cadres and listening to the soldiers, more "soil policies," "local regulations," and habitual practices of officers and men with greater opinions surfaced -- the squad cabinets were not allowed to store daily necessities, and only the prescribed books could be placed on the shelves...... Among them, the most opinions reflected that the practices of going out, mobile phone management, and daily rest were not reasonable.
With the deepening of the investigation and investigation, the thinking of the party committee of the brigade has gradually become clear -- these "local policies" and "local regulations" have affected the relations between officers and soldiers, and are not conducive to the building of combat effectiveness. The emergence of these situations is due to the factors of the battalions and companies themselves, as well as the ineffective guidance of the organs.
How can these "old habits" be corrected? The brigade decided to give prominence to leading troops according to the law, and first corrected the problems that officers and men strongly resented.
On the basis of preliminary investigations and investigations, the brigade organized personnel to select 20 typical practices that were unrealistic and out of date, and issued a targeted "Twenty Possibilities for Scientifically Leading Troops."
The purpose of promulgating this regulation is to convey a kind of guidance - we must lead troops in accordance with the law and lead troops scientifically. A leader of the brigade organ told reporters, "The reason why 'may' is used more often than 'must' in the regulations reflects the dialectical thinking of the brigade party committee." After all, these practices are well-intentioned. The use of 'may' instead of 'must' is not only easy for the troop leaders to accept, but also helps everyone to give full play to their subjective initiative and explore scientific methods of leading troop troops. ”
"Twenty can" strict style
After the launch of "Twenty Can't Lead Soldiers with Science", there may be an adaptation period. This was the prediction of the brigade organs.
And that's exactly what happened. There is an article in the "Twenty Can's of Scientifically Leading Troops" that corrects the practice of gathering together first when getting up on rest days, shouting two movement signs, and then disbanding, and the battalion and company will no longer assemble in a unified manner after getting up.
On the first weekend of the "landing" regulations, the first thing many company officers on duty did after getting up was to go to the company commander and ask: "Are you really not going to assemble this morning?"
Some of the company cadres were not sure how to get it, so they still gathered the whole team as usual, but did not shout the call sign. A certain company instructor specially sent people to "reconnoitre" - "If other companies don't shout call signs, we won't shout either." ”
The "discomfort" in the morning has just passed, and everyone has a new "distress" in the afternoon.
In the past, on Sundays, when we got up after the lunch break, the company would arrange for the company to take a day off and clean up. At present, the time for receiving holidays has been greatly postponed to ensure that the officers and men who go out have enough time to do their errands, and other officers and men have more time to rest. However, for the sake of safety, some fighters who went out hesitated again and again and chose to return before the lunch break.
Officers and men have been looking forward to these corrective measures. Why did everyone show that they were not comfortable with the promulgation of the regulations? The words of a leader of the brigade were: "On the one hand, 'happiness' came too suddenly, and on the other hand, because the concept of leading troops according to law and leading troops in a scientific way has not yet taken root in our hearts." ”
In order to establish a clear orientation, the brigade organs sorted out and classified these "unsuitable" phenomena. At the handover meeting, the brigade leaders made special comments on this basis.
A certain company commander Wu became one of the objects of comments. Not long ago, a higher-level inspection team came to the company, and in order to show the cultivation of the work style of officers and men, Company Commander Wu specially asked everyone to "keep up with each other" before serving meals in a unified manner. The inspection team immediately pointed out: "According to the '20 can', officers and men can eat on their own and keep it in order." ”
During that period, in order to ensure the implementation of the "20 cans," the party committee of the brigade took advantage of the opportunity of large-scale shifts and large-scale class education to repeatedly unify everyone's thinking and strengthen the awareness of leading troops in accordance with the law and in science.
As a picket, Second Sergeant Duan Xingming has a deep feeling about this. In the drawers of the study desks in the previous shifts, it was forbidden to place other items except theoretical books and newspapers. Now, the new rules have corrected this practice, and some commonly used items can be stored in the drawer, "just keep it neat".
In the process, the worries of some grassroots leaders gradually dissipated. In the past, they were still worried that if so many "inadmissibles" were turned into "mays" at once, would they be scattered and chaotic as soon as they were released? Now, the "Twenty Cans for Scientifically Leading Troops" has been on the ground for more than half a year. Gradually, they discovered that not only did the management order show no signs of "scattering and disorder," but the consciousness of officers and men in upholding the system and regulations was further enhanced, and their centripetal force and cohesion were stronger.
During a random spot check, Duan Xingming found that although there were more things in the drawer of the study desk, and public items such as garbage bags that had been "hidden" also began to show their faces in the drawers, they were neatly placed.
In this regard, Corporal Yu Hongxiang said: "The '20 cans' emphasize leading troops according to law and leading troops scientifically, which is also emphasizing people-oriented, and will naturally be supported by officers and men." For such initiatives, people are willing to guard the bottom line and ensure that it continues to work. ”
"Twenty can" to achieve practical results
"I'm a beneficiary of 'Twenty Can'. Zhang Cheng, a company clerk and second-class sergeant, told reporters.
In the past, he had to make several trips to the armory several times a day. According to the previous requirements, as long as there are weapons in and out of the warehouse, the clerk must do a good job of relevant inventory work with the company commander. If the company participates in night training and intensive training, the inventory of weapons and equipment is delayed until late at night. "Sometimes, I wish I could do the 'doppelganger method'. Zhang Cheng said.
With the promulgation of the "Twenty Possibilities for Scientifically Leading Troops," Zhang Cheng no longer had to "name the weapons" again, but only needed to count them in a timely manner.
Another "can" also lightened the burden for Zhang Cheng. In the past, documents issued by organs had to be picked up at any time. In Zhang Cheng's impression, he ran nearly 10 times a day at most. Now the authorities have coordinated the issuance of documents in accordance with the regulations, reducing the number of times they can collect documents, and Zhang Cheng has more time to devote to training.
"The changes brought about by the '20 cans' are not only reflected in the daily management and training order, but also in other aspects. A certain battalion instructor Cao has a deeper feeling about this. During his work in the organs, he participated in the work related to the formulation of the "Twenty Possibilities for Leading Troops in Science". After becoming an instructor, he organized a discussion in the camp about the implementation of the rule.
During the discussion, many comrades-in-arms mentioned the changes in receiving express delivery. In the past, according to the regulations, express delivery could only be delivered to the gate of the camp. This is very inconvenient for officers and men who are far away from the camp gate to pick up the express delivery. For the sake of convenience, some fighters simply had people throw couriers in from outside the wall, and they were also criticized for this.
To this end, the brigade authorities consulted the relevant laws and regulations and came up with a solution. Through negotiation with various express companies, they will deposit the express delivery to the camp in a unified manner, and then the unit will send a car to collect it regularly. In this way, each battalion only needs to arrange one person per day to retrieve and distribute all the parcels.
"This method is good, it does not disturb the order of the camp, and it also makes everyone have no worries. The officers and soldiers praised this.
As a result of his participation in the drafting of the regulations, Instructor Cao had a better understanding of the deep-seated thoughts of the brigade leaders. "The 'Twenty Cans' of Scientifically Leading Troops" is just the beginning, and the important thing is to convey the guidance of leading troops in accordance with the law and leading troops scientifically, encourage everyone to emancipate their minds, seek truth from facts, and give birth to stronger cohesion and combat effectiveness through timely 'burden reduction' ......"
Today, the implementation of this regulation has paid off. Some unreasonable practices that are not included in the "20 mays" have also been included in the scope of correction by some grassroots units.
Last winter, officers and men of a certain detachment discovered that it was already dark and the temperature had plummeted when the time for physical training had been set in the past, which was not conducive to the development of physical training. In light of the relevant regulations, the brigade quickly made adjustments: for physical training, the detachment could flexibly adjust the time period according to seasonal changes.
The officers and men of the brigade did not expect that although the "Twenty Possibilities for Scientifically Leading Troops" was still in the "landing" stage, the efforts to guide grassroots units to use scientific concepts to solve such problems on their own had just achieved results, and this move had already attracted the attention and approval of the higher-ups.
"Combined with the brigade's empirical approach, we are further investigating the argument in order to form a scientific provision that covers more troops. Staff Officer Li of the Army Unit Management Office of the theater said.
Enhance the scientificity, accuracy, and effectiveness of reducing the burden on the grassroots
■Pan Jinxue
Helping to reduce the burden on the grassroots has a bearing on the building of the combat effectiveness of the troops. In particular, with the deepening of the reform of national defense and the armed forces, the transformation of old and new concepts, old and new methods, and old and new laws and regulations has made it all the more necessary and urgent to carry out this work in depth.
What burdens should be reduced for the grassroots? How should the burdens be reduced? A very important point is that, on the basis of investigation and study and meticulous demonstration, we should find out and correct those old habits and practices that are not conducive to the enhancement of combat effectiveness, pay close attention to the blockages, jams, and joints, get rid of the "rust" of backward thinking, set the "law" for breaking the old and establishing the new, and ensure the "reality" of the work of reducing the burden.
Remove the "rust" of backward thoughts. With the passage of time, there are always some ideas and practices that will become obsolete and outdated due to new changes. In particular, at a time when the tide of reform is rolling and rushing, it is necessary to remove "rust" from ideology in a more timely and effective manner. The common way to remove rust from metal is to use sandpaper, and the best way to remove "rust" from thoughts is to renew ideas through learning and thinking, so that ideas and concepts always maintain "youth" and "vitality". To help the grassroots units reduce their burdens, it is necessary to keep up with the requirements of the times, have the courage to accept new things and new ideas, and embrace new changes; it is necessary to use a scientific perspective to examine the methods of leading troops at the grassroots level, and we must not "think about the past" or "take it for granted"; we must be good at going among the masses to understand which practices were suitable in the past but are not suitable for now, and to rectify them in a targeted manner.
The "law" of breaking the old and establishing the new. To help reduce the burden on the grassroots, to a certain extent, it is a process of breaking the old and establishing the new. Breaking the old and creating the new is not a simple replacement process, but requires a series of arguments and measures to support. In other words, to help the grassroots reduce the burden, it is not only necessary to carry out in-depth research and find out the crux of the problem, but also to introduce corresponding systems and regulations in a reasonable manner, so that the new standards can be set up in a reasonable manner. In this process, it is necessary to persist in upholding integrity and making innovations, always focus on the central task unswervingly, and firmly uphold the concept of serving the soldiers; we must have the courage to blaze new trails; as long as it is conducive to the building of the troops and the enhancement of combat effectiveness, we must actively explore and try them, and then explore good experiences and good practices to help officers and men advance lightly.
The "reality" of the work of reducing the burden. End-of-line implementation is the key to ensuring the effectiveness of the work, and helping the grassroots to reduce the burden should also emphasize end-of-line implementation. To achieve this, it is not only necessary for higher-level organs to extend a helping hand to provide guidance and support, but also for grassroots cadres to put pressure on themselves to improve their positions, take the initiative to find out the crux of the problem, and formulate and implement measures for reducing burdens; they must clarify the relationship between reducing burdens and increasing efficiency, and guide them to understand that increasing efficiency is the goal, so that the action of reducing burdens will be more resolute and the measures will be more effective; and it is necessary to give prominence to the status and role of officers and men at the grassroots level as the main body, and actively ask officers and men for their plans, so that the wisdom of officers and men can be pooled, their vitality in their participation can be stimulated, and the work of reducing burdens can be brought into full play.
(Produced by the People's Liberation Army Daily, China Military Horn)