The "Dialectic Method" of Grassroots Construction of a Force
"I will see the truth from the heart." In the investigation and interview of the Sichuan Police Corps of the Armed Police, the new style and new appearance that I saw and heard all the way reminded me of this ancient poem.
The roots are deeply rooted in the grassroots; the heart is closely tied to the soldiers-the army building can only see Huashi and bear fruit.
The deep-rooted achievements of grassroots construction often require some effort to "drop through stones".
Distance from eyes to mind
When it comes to grassroots construction, most of the officers and soldiers of the armed forces start from "handling N major issues" and "solving N difficult problems."
The leader of the squadron bluntly said that every year he has concentrated his financial and material resources to solve some major problems of grassroots troops, and his data are also impressive. But the most valuable work in grassroots construction is not in statistics.
"Baier thinks, it is worse than that." For the front-line commander, grassroots construction must really start to build. Although a lot of work is not necessary to be written on paper and reflected in the data, it is bit by bit related to the warmth and sorrow of grassroots officers and soldiers.
Last year, Xu Jin, the political commissar of the Chengdu detachment, squatted down and saw that the soldier Xiao Liu was walking in the queue a little lame. He thought he was still injured and insisted on training. Xiao Liu raised his voice when asked. The shoe broke!"
Why doesn't it fit in? After careful inquiry, Xiao Liu was known as the "big foot plate", and the biggest number was not suitable. The soldiers had some "complaints", and Xu Political Committee was apologetic. He immediately asked the military department to contact his superiors and manufacturers to provide special shoes.
There is no problem with the time and quantity of clothing distribution, but only the soldiers know whether they are fit.
Xu Jin reflected this upward to the headquarter, and the business department gave a problem that was not visible from the statistical table-"Some are because the officers and soldiers do not understand the clothing model, and some are because the officers and soldiers are afraid of going back and forth to the government to change the way.
To this end, they improved the service chain of clothing distribution: from the number of the officers and soldiers themselves to the trial adjustment at the grassroots squadron, and finally it was still inappropriate for the headquarter to arrange for replacement and send the clothing to the door.
Some seemingly hilarious numbers are actually not very popular.
A squadron stationed on the plateau has maintained the tradition of "six dishes and one soup" for many years. Once, Xiao Huiping, the political commissar of the newly appointed squadron, went to the squadron to "eat a meal." He found that the company's table was rich, but the soldiers had little appetite-because there was almost no heat in the meals.
The altitude of the plateau is high and the seasons are cold. The soldiers can only eat hot meals to ensure their physical fitness. The squadron fully demonstrated the purchase and maintenance of a batch of heated and insulated tableware for each high-altitude squadron, and made it clear with the plateau climate: "Ensuring high energy and high protein intake for officers and soldiers three meals a day is more important than good-looking figures.
The reporter learned that last year the leave rate of officers and soldiers of the squad reached 99%, but there is also a set of data that attracts attention-the leave rate of officers and soldiers is only 85%.
How to make the army improve the statistics by a few percentage points through measures such as scientific co-ordination and burden reduction at the grassroots level has become a new issue for the team.
In the words of a leader of the headquarter: "Statistics are just a record of work. The grassroots level is the basis of the combat effectiveness of the troops. Whether the eyes are only on data changes, or are they thinking about the actual construction of the grassroots level. The distance between cadres from the eyes to the soul."
"Conceptual Water Level" and "Basic Level"
One stone caused thousands of waves.
On this day, Xiaoqiu, a member of the second squadron on duty, went to the detachment to work in the detachment and entered the door like a spring breeze. The comrade of the organ opened his mouth and said "hard", but also gave way to the water. However, after 20 minutes passed, a glass of water went from hot to 凉, but there was no one to ask about things to do.
Xiaoqiu's butt moved left and right, so embarrassed. It was at this time that the political commissar of the detachment passed by Zhan Guo and asked for a clear reason, and immediately ordered the person in charge of the agency to stop the work at hand and deal with the specific matters of the squadron.
Afterwards, the comrades of the government grieved: "We are sincere in serving the tea seats, and we have already given face, and they have nothing to do anyway."
This matter went directly to the party committee, and everyone broke up and broke up the analysis: This kind of indifferent "face view" is actually a typical formalism. The flashy "face" and the sublime "shelf" both directly undermine the harmonious relationship between the superiors and subordinates of the army and the good political ecology of the military camp.
Since it was not a trivial matter, the detachment immediately took measures to resolve it.
For example, reduce the number of reports and notices, and no longer allow grass-roots officers and soldiers to run to the organs in three days; for another example, in special activities such as the chief accountant’s report and personnel training, the shuttles are dispatched uniformly, and the organs arrange the office uniformly; System" and promised not to allow officers and soldiers to "run back and run" at the scheduled time...
After several punches, the instrument Xiaoqiu smiled and said: "Now grassroots officers and soldiers have'lizi' in the organ, and of course they have'face'!"
In another detachment, the grassroots officers and soldiers bluntly refuted the organ's "face".
At the beginning of last year, in order to improve the quality of political education, this detachment carefully prepared 8 "quality courses" taught by the detachment and government leaders. Unexpectedly, after the class discussion, some soldiers said bluntly: "It's not like that, a table of "meal" is not as good as our instructor's "home cooking"!"
The soldiers said that the main quotations of famous quotes are quite a lot, but they are not grounded-they can't stick to the current work of the squadron, too far from the people and things around them.
These words made people blush, but they had to admit that the soldiers were right. Showing talent and talent is a matter of "face". Combining reality and being close to soldiers is the most important "little" of political education.
If you know the wrong, you will change to the most "face". At a party committee, starting from the principle of relying on the grassroots and building strong grassroots, they decided to continue training to improve the ability of grassroots political instructors. They immediately cut off 8 "quality courses" and canceled the "package" observation activities...
Rejecting the "face project" also requires institutional guarantees. A detachment organ called the grassroots to carry materials according to the convention, but was returned by the officers and soldiers in one sentence: "There is no tolerance dispatch list, and it is not easy for anyone to say."
In order to implement the requirements for reducing the burden on the grassroots level, the general team started from the grassroots level to reflect the strongest and most anticipated problems, and launched a series of corrective measures. Strict implementation of the tolerance dispatch system is one of them.
The leader of this detachment talked deeply about "the water level of the concept"-"the grassroots first, the soldiers first" This is a basic principle. If the concept of the organ does not reach such a water level, then the level of grassroots construction is difficult Promote.
Normal things
In the practice of grassroots construction, normal practices always allow officers and soldiers to be happy. Let's take a look at a few short stories first-
Xiaozhang, a noncommissioned officer of the Nanchong Detachment, came to the top with the cadres as soon as he returned from vacation: During the vacation, the cadres called his parents every three times, causing the two old men to worry that "sons are not performing well in the army."
Understanding the vacation of officers and soldiers is an organizational requirement and is also responsible for officers and soldiers. These practices are logically normal. However, "equal treatment" is often more important than "special care", and even "normal business" should consider the personal feelings of officers and soldiers. In response, the political department of the detachment soon improved its practices and implemented a humanized management model, which was welcomed by officers and soldiers.
A cadre of the Dazhou Detachment applied for a job change without approval due to job requirements. Soon, the transfer of the army began. Although he was qualified, some people still suggested: "He is uneasy about the work of the army, why can he still transfer?" The party committee of the detachment believed that the family's difficulties and the need to change jobs were originally cadres. Right, not to mention the fact that this comrade did his job after staying in the team. It would be abnormal if he was not transferred normally!
The detachment training department is preparing to transfer a non-commissioned officer with professional equipment sports experience as a "special warfare instructor". But the non-commissioned officer pointed out that this is not his specialty and hopes to play his professional strengths. Therefore, some people argued that he "disobeys organizational arrangements and should be seriously criticized." Unexpectedly, his request was actually accepted, and the detachment leader bluntly said: "The normal requirements from the reality should of course be adopted normally."
Moreover, a deputy squadron leader of a certain squadron usually performs well, and everyone sees it. Why can't he be on the merit list at the end of the year? Knowing that, this comrade happened to be in charge of the work in the squadron at that time. Despite the high voice of the crowd, he had crossed out his name when reporting the list.
For a conscious cadre, humility in the face of merit is normal, and it would be abnormal if the honest people were blindly disadvantaged. The leader of the squadron investigated the cause in detail and rechecked the grassroots voting records. The party committee decided to include it in the commendation list.
"The bottom of my heart is open and wide." The leader of the corps has a clear saying: "It is not a complicated thing to make normal things normal. As long as there are no selfish thoughts, you don't play anything with people. Be confident in doing things clearly."
It’s not difficult for the soldiers to speak, but the difficulty is that it works
In many grass-roots units of this corps, there are publicity columns. This is nothing rare. It is rare that the soldiers can always be seen around before and after dinner every day.
The soldiers love to watch, and it must be closely related to their vital interests.
For example, the "Daily Accounts Announcement" of Wanyuan Squadron, which is in charge of the Economic Commission, is not only uninterrupted, but never sloppy. Seven squadrons of platoon warriors supervise every day in the squadron. The whole course of three meals a day is supervised and strictly accounted. It is announced before dinner on the same day.
At the same time, the squadron also announced the contents of the party league members' development and reward list, relatives and leavers on 7 occasions from time to time. Every piece of "Publishing List" content will definitely become a hot topic for the squadron on that day.
In fact, the soldiers' opinions on army building basically revolve around the content on the bulletin board. The frank comments made by everyone did not obscure the praises and demerits, indicating that the grassroots officers and soldiers have a strong sense of expressing their wishes.
In the building of grassroots democracy, it is not difficult for officers and soldiers to open their mouths to give their opinions, but what people value more is that what they say and the suggestions they make are not valued and will not work.
"Let the soldiers speak" is respect for the grassroots, and "let everyone talk about it" is a state and a responsibility of leading cadres and institutions.
The target sentry sentry of a certain squadron was repeatedly notified of "mental weakness", but some soldiers were not convinced when they were criticized: "There is a cause!"
The detachment leader Huang Chunlei did not simply "a batch of things", but came to this squadron to conduct on-site inspections. After staying at the post for a night, his doubts were resolved: this target post was nearly 6 kilometers away from the squadron camp. Sentinel rotation in the night took almost three hours on the road one after another, and young soldiers sometimes "did not sleep enough".
The problem is actually not difficult to solve, and the soldiers have long proposed it-a sleeping area on the 2nd floor of the sentry, which is convenient for the sentry to stay overnight. The opinions of the first-line fighters are in line with reality. They immediately adopted them and immediately made them. Sure enough, the sentinel's duty increased the sleep time by 3 hours, and avoided the safety worries of walking at night, and the duty efficiency was higher.
Let the soldiers speak usefully, their enthusiasm for grassroots construction is even higher.
In previous years, several squadron cadres under the Yibin detachment had low follow-up training rates. As soon as the working group arrived, the soldiers talked about the cadres at the grassroots level — six or seven meetings a week and more than 10 telegrams a day. How can there be time for follow-up training?
The soldiers directly hit the board with the "board", but one by one, they could not help but admit that they played it accurately. For the next three years, the annual "No. 1 Document" of the party committee of this detachment was mainly concerned with the grassroots level and relied on the policy system to vigorously reduce the burden on the grassroots level.
The opinions of the soldiers are also really useful for army building. At the beginning of the year, in the assessment of the team-building by higher-level organizations, the satisfaction of the grassroots officers and soldiers reached a new high when the detachment party committee organs organized a democratic evaluation.
"Three thousand miles of newly planted willows has attracted a spring-style jade pass." Discussing and expressing various tasks freely, reflecting the soldiers' interest in army building, is a political enthusiasm that deserves appreciation. Just like the spring breeze blowing, leaders and institutions must be good at this "planting willow" to lead the wind.
Grassroots problems are not only "mandatory" but also "quickly answered"
I heard a statement during the interview-"quick answers" to the problems of grassroots construction.
This is not a game competition, but it means that if there is a problem at the grassroots level, whether it is within the scope of work or not in the plan, it must be discovered and resolved anytime, anywhere, and no one wants to "detour".
A duty squadron is stationed in a mountain village more than 140 kilometers away from the organization. Last year, the general team came to the squadron according to the assessment team of the team. As soon as the military physical assessment was over on the first day, the leader of the assessment team sternly looked for Yang Jun, the squadron leader.
It turned out that when the members of the working group were washing in the washroom, they found that the water discharged from the two "Big Mac" buckets were all turbid, which was considered to be a "problem" in the work of the squadron.
Yang Jun explained with grievances: "The squadron's station is remote, there is no running water, and the wash can only draw water from the mountain, but it rained last night..."
Looking at each other, the comrades of the working group expressed their shame to the officers and men of the squadron: "Although this matter is not planned, we will solve it immediately!"
The staff of the working group brought the question directly to the party committee of the corps. After more than two months of hard work, they laid out a special water pipe and connected the tap water to the squadron.
Those who advocate that officers and soldiers take the initiative to "reply to answer" in their work must first become "reply to answer" players who solve problems at the grassroots level.
Under the humid climate conditions in the south, officers and soldiers who are involved in high-intensity training are susceptible to heat shoot disease.
"The health of officers and soldiers is not a trivial matter." The leader of the squadron coordinated the resident hospital many times, invited experts to the troops, and specially taught the soldiers responsible for training to help them become familiar with preventive and treatment measures.
Leaders and agencies must plan their work. Once problems are found under the "eyelid", they cannot "step by step." Under such circumstances, "responding to answers" is a sense of responsibility and a guide to improving work style.
New recruits are enlisted in the army, and the first live ammunition and grenade throws require comrades on the scene. At the time when the task of the organ is the heaviest, in accordance with established practice, the recruits can only be trained to "wait" and "drag".
Faced with the difficulties of grassroots work, the headquarter organ once again conducted a "rush answer"-rescheduling the meeting. "For the first shot and the first shot of the military recruits that are important for the life of the recruits, they must be guaranteed." The leader of the corps said.
Those who give warmth must have their own heat
There is a good saying: "To give warmth to the grassroots, first of all, you must have heat in your heart."
Specific to every officer and every family, the specific problems are innumerable, and solving them is no easy task. The corps put forward such a standard-solving the problems of grassroots officers and soldiers may not be perfect, but we must do our best.
A soldier was hospitalized, and the party committee of his detachment was informed that he took all methods of treatment, and applied for difficult relief in accordance with the "Regulations on the Relief and Preferential Treatment of Soldiers" to help the young fighters courageously overcome the disease.
Signing cooperation "legal support for the army", special recruitment for military family members, recommended placement for transfer cadres... Take the grass-roots line, a warm-hearted work, let grass-roots officers and soldiers become the beneficiaries of the reform results.
More "micro-reforms" fill the system with temperature. A detachment stationed on the plateau is far away from the mountain, and the itinerary is often blocked by wind and snow. According to the facts, the corps has researched and introduced family vacations, and extended the "on-road time" for each vacationing officer by 2 days; the "vacation checklist" system was implemented to supervise and inspect in several time periods each year.
Warm people warm their hearts first. The little things are small, but they make people feel the power of warmth and sincerity. It is said that for the grassroots service, the service must first be built on a sincere basis. Not only should educating officers and soldiers love the barracks, but also let them feel the warmth of the barracks family; when you treat the soldiers as relatives and extend your hands to them, they can make the barracks home...
Perhaps this is the "dialect" of grassroots construction of an army.
Wu Min Jiang Yongan