How should the sentry be arranged —— Chronicle of optimizing grass-roots management methods of a marine brigade The sky was dotted with stars. Jiang Peng, director of the publicity section of a brigade of the Marine Corps, paced back and forth in front of the organ building after the night inspection. During this inspection, many of the problems he found were "platitudes" and related to sentry posts: there were too many sentry posts in some camps, and the password Q & A was in vain; Some sentinels are not vigilant and stand as "etiquette sentinels"; Some units still miss their posts and sleep on their posts. Since the implementation of the system of night patrol by government cadres in shifts, individual outposts will inevitably be notified at the shift handover meeting every day. Similar problems always appear repeatedly. Relying on notification and criticism alone can solve the symptoms rather than the root cause. What is the root cause? With this question in mind, Jiang Peng decided to use the opportunity of this week's inspection to investigate the issue of sentry posts throughout the brigade. According to his words, "we should break the casserole and ask to the end". After returning to the office, he turned out the inspection book and counted the units notified due to sentry problems. The next day, he came to the "target" unit, took out the questionnaire sorted out overnight, chatted with some soldiers, compared the sentry duty registration book in recent months, and finally found some "clues". "Standing guard on duty is a 'heavy task' in our company. Due to other tasks, the company has few personnel on duty. Almost everyone works on duty once a day. When there is a shortage of manpower in special situations such as the return of veterans, even two shifts a day." In the exchange, some soldiers admitted that they were overwhelmed by fewer people and more posts In addition to these objective difficulties, Jiang Peng found that some company commanders thought that the arrangement of Posts was a trivial matter. They didn't care about it. They gave full power to the attendant or company documents, and even didn't know how the company arranged posts. When something goes wrong, they habitually substitute punishment for teaching and batch for management, which is also the key reason for the repetition of problems. "Our company is arranged by the duty officer. Instead of according to the roster, we divide the time period to each class, which is arranged by the backbone of the monitor." "Job changes are usually negotiated in private and not reported to the company for approval. Some monitor backbones change their posts at will." "Sometimes companies are exempted from duty at will, and others are rewarded and punished on the condition of sentry..." With more and more information, Jiang Peng, who once served as an instructor, came to the conclusion that there are always problems with the sentry of individual units. On the one hand, there are fewer people and more posts, but more importantly, the company itself does not pay attention to the sentry arrangement, resulting in unreasonable and unfair post arrangement. Thinking of this, he thought he had found the "focus", but a chat with the sentry inadvertently made him find that the problem was not so simple. "Although it is natural to be a soldier and stand guard, we are required to be vigilant at all times in the closed camp. We feel a little fussy, and we can't feel the significance of standing guard..." this is the doubt that senior soldier Xiao Liu has been in the army for two years. He said that his first shift was standing with the veterans. He felt very sacred at the moment when he walked to the Post Pavilion, but with the passage of time, this enthusiasm slowly faded. Although the company often asked for it, it never untied the "knot" in his heart. This makes Jiang Peng, who is in charge of Ideological and political education, fall into reflection. The original problem lies not only in the system and methods, but also in the deviation of some officers and soldiers' understanding of standing guard. At the shift handover meeting, Jiang Peng gave a thorough account of the investigation and eventually triggered extensive discussion among officers and soldiers of the whole brigade. "The problem of sentry duty must not be simply attributed to the management system. It also depends on whether the ideological and political work is in place, whether the correct concept of honor is established, whether the concept of leading soldiers with emotion is implemented, etc. if officers and soldiers regard sentry duty as a burden and do not arouse their inner sense of responsibility and mission, what's the difference between working and commuting?" Xie Zhijun, political commissar of the brigade, expressed his views and arranged for the army management section and the publicity section to work together to study solutions that address both the symptoms and the root causes. New situations and problems may arise every day in the development of military construction. Of course, new experiences and good practices will continue to emerge. After reaching a consensus with LAN Kai, the staff member of the army management section, Jiang Peng successively came to the second artillery company and the second light aircraft company to "learn from the experience" in order to formulate a reasonable and perfect solution. They looked through the inspection records and found that the two units had never been notified of sentry problems last year. The next scene also confirmed their conjecture. As soon as they entered the second artillery company, they were warmly "received" by the company sentry. After asking for his intention, the sentry informed the company commander at the first time. During the communication with the company's instructor Fang Weigang, they learned that they pay attention to the rules and regulations. For example, the company's sentry posts are arranged by documents according to the roster one week, and the three types of white posts, night posts and holiday posts are reasonably distinguished. In case of conflict or change of Posts due to events, they must be approved by the company's chief officer. On this basis, they openly discussed the exemption of posts in the form of a military conference. If the company works overtime after 1 a.m., participates in the military contest above the brigade level and other physical conditions are not allowed, it shall be reported to the company for filing and publicity after discussion and approval by the military committee. The second light machinery company pays more attention to solving problems from the ideological level. During the war preparation period on holidays, the company will set up "vanguard sentry", and use the roll call time to praise the sentry for conscientiously performing their duties, so as to stimulate the sense of mission of officers and soldiers in performing their duties. One month after the new recruits leave the company, the company will specially organize education, clarify the significance of sentry, and organize new and veteran soldiers to patrol. "Soldiers standing guard is not only a simple system requirement, but also a responsibility, that is, to guard the motherland, the people and the comrades in arms who live together day and night." Looking at the teaching records of Chen Chunyu, the instructor of the company, there is a section about sentry every month. The language is plain and simple. Jiang Peng and LAN Kai were deeply inspired by the practice of the two companies. They wanted to come up with a set of "universal and accurate" methods, but the situation at the grass-roots level is very different. The number and tasks of companies of different nature are different. If a unified method is formulated to apply it simply, it may also have a negative effect. It is better to set out principles, draw a red line, stimulate the subjective initiative of the grass-roots level and improve the ability of independent construction at the grass-roots level. This idea was also supported by the brigade Party committee. Therefore, they divide their work and cooperate. On the one hand, they connect the situation with the force management section, and re plan and adjust the configuration of sentry duty points according to the characteristics of different barracks. Night sentries should be merged and merged, and electronic monitoring should be added to some points to reduce the waste of troops; On the other hand, pilot projects were carried out in different units to summarize and formulate 12 principles, such as "the watch duty form should be signed by the company chief officer; no punishment or exemption from post is allowed; the night guard time should not exceed 90 minutes; and the vanguard post for the backbone of Party members should be set in a fixed period of time". In addition, the publicity section issued "how much do you know about soldiers on duty and on guard?" Discuss the concept of honor and responsibility of grass-roots officers and soldiers, and stimulate their sense of honor and responsibility. After the launch of this series of measures, gratifying changes have taken place at the grass-roots level of the brigade. According to the patrol data, the problem of sentry posts has been greatly reduced, and the phenomena of leaving and missing posts and sleeping on posts have disappeared. Instead, the backbone of Party members take the initiative to undertake the "five posts". "I have found the original heart and passion of standing guard again!" Soldier Xiao Liu also straightened the question mark in his heart. Some time ago, he was praised as "pioneer sentry" by the company because of his sudden and timely position. Wearing the red tea logo, he felt honored and determined to pass on his good style to the new comrades standing guard together. (outlook new era)