Amidst the mountains and dense forests, the armored infantry squad of the seventh company of a certain brigade and battalion of the 81st Group Army is undergoing a combat capability assessment in the context of actual combat. In the assessment, the team revealed their "secret weapon" - a set of "ground assault equipment air surveillance system". Drones are like "sky eyes" on the battlefield, helping them accurately grasp the situation on the battlefield. Their series of operations, including early warning reconnaissance, smoke screen covering, and battlefield shouting, were orderly and refreshing to the assessment team. I never expected that the brigade would allow us to participate in the assessment using the tactics we had figured out ourselves! ”At the end of the assessment, the class monitor Wang Haiting held his transcript and sighed, "This system was independently developed by officers and soldiers. It was used in actual combat for the first time and achieved success." Behind the success was an exploration of "allowing failure". At the end of last year, Corporal Dong Jun of the company accidentally came up with an idea: to synchronize the real-time footage of the drone into the tank, allowing the crew to grasp the battlefield situation. However, this idea was suppressed by himself as soon as it emerged: there were knowledge gaps and skill blind spots in intelligent equipment, what if he couldn't get it done after a lot of effort? The transfer occurred a few months ago. During a casual conversation, Dong Jun and Captain Song of the company mentioned this matter. Unexpectedly, Captain Song's eyes lit up when he heard this, encouraging him to try boldly and promising to provide comprehensive support. The trust of the platoon leader filled Dong Jun with enthusiasm. But after starting the research, he found that technical difficulties followed one after another: unstable signals, conflicting models, lack of operators... Within a few days, he sounded the "retreat drum": "Captain, this is not a small innovation that can be patched up. Even if we invite all the technical backbone of the battalion, we may not be able to tackle it. Otherwise, let's not make big moves." Although there were many difficulties, Captain Song did not want to give up: since the technical strength of the company is limited, we should seek help from outside. So he brought Dong Jun's ideas to the camp party committee's war and training meeting. The attendees had different opinions. Some people say that if you fail, it takes both time and energy and is not worth it. Some people also say that there are many areas that need to be changed and the risks are too high... "How many innovations can be predicted in advance? Always afraid of falling, how to take the first step? The process of daring to explore is equally valuable compared to the results. ”Amidst doubts, the deputy secretary of the camp party committee took the initiative to speak up and clarify his views. He listed what he had seen and heard in recent years, and said with regret, "In the past, there were many similar 'ingenious ideas' among the officers and soldiers in the camp, but they were afraid of failure, mistakes, and accountability, and they didn't come up with them before they even started trying." "Being overly concerned about success or failure is a shackle that restricts the innovative vitality of the officers and soldiers! ”The discussion gradually heated up, and a group of people from the camp party committee reached a consensus: the transformation of informationization and intelligence towards the future battlefield is urgent. The key to bridging the gap between the training ground and the real battlefield is to break down ideological barriers, create an atmosphere of daring to explore, and encourage officers and soldiers to boldly innovate and explore around the bottleneck issues that restrict the improvement of combat effectiveness. At this meeting, it was also decided to use the Seventh Company as a pilot unit to promote equipment technology innovation and combat training innovation, and to ignite a wave of scientific and technological military training. To this end, the camp has taken the lead in establishing a special team to select professional talents throughout the camp and form a research and development team. The Party Committee of the camp has made it clear that there is no set time limit or hard targets for the innovation of tactics and training methods. What is more crucial is to "allow failure" and "tolerate failure". In addition, they also promised to build a practical testing platform for innovative achievements based on the actual task. Those that have been proven to be effective will be promoted, and those that have not yet met expectations will continue to be adjusted and improved. After taking this "reassurance pill" from the camp party committee, the enthusiasm of the officers and soldiers for innovation has surged. From envisioning the installation of a display screen in the passenger compartment to achieving "screen sharing" among the driver, conductor, and passengers; From a small device with a single call function to a comprehensive system that integrates reconnaissance, strike, call, cover, and obstacle breaking functions... After three months, Dong Jun's initial idea was continuously adjusted and improved through team collaboration and intelligent attack, and the "Ground Assault Equipment Air Surveillance System" was gradually developed and completed. Things are not difficult without going through them. During this period, they experienced many failures and setbacks: equipment failures, signal interruptions, system short circuits... Dong Jun said that every time they encountered such situations, the camp leaders did not criticize or blame them, but objectively analyzed the reasons and provided guidance and assistance. What concerns do we have if we have organized support and backing? ”The tackling team becomes more courageous as they face setbacks, overcoming numerous difficulties, achieving innovative results, and exploring new tactics based on this foundation. Before this assessment, a multiple-choice question was placed in front of the camp: Should we use the new tactics or continue with the old plan? They reported their ideas, and the response from the brigade training department was quick and firm: 'Use new tactics!' This trust and support were rewarded with surprises on the assessment field. For grassroots innovation, allowing failure is also an incentive! ”The chief of staff of the brigade said with deep emotion, "The informationized and intelligent battlefield calls for a new type of high-quality commander. We must fully stimulate the innovation vitality of officers and soldiers, and hone the ability of 'intelligence' to win the battlefield." The reporter learned that in recent years, with the support of superiors, the brigade has accelerated the construction of an innovative technology workstation, and a number of scientific research projects focusing on improving combat capabilities have been successively approved. A group of active thinking grassroots' makers' have emerged... Seeking combat effectiveness from technological innovation is becoming a consensus among everyone. During this process, the brigade established a sound fault tolerance and error correction mechanism, distinguished different situations, and scientifically established the boundaries of exemption and accountability. In order to improve the quality and efficiency of innovation and prevent officers and soldiers from taking detours, they have increased their efforts in error correction, hiring military and civilian experts to follow up and guide, and timely correct deviations. The act of fault tolerance stimulates the power of innovation. As the "golden ideas" of the officers and soldiers continue to bear "golden fruits", the combat effectiveness of the brigade is constantly injected with new momentum. It is reported that there are multiple intelligent devices independently innovated by the officers and soldiers of the brigade, which have passed the acceptance inspection and will soon be unveiled at the training ground. (New Society)