One day in early winter, a naval crew member team from a certain unit that had just returned held a review meeting, and a journalist who was interviewing at the military port was invited to attend. The commander's judgment of the enemy situation was inaccurate, the coordination and cooperation were insufficient, and the officers and soldiers' reactions were too slow. From the party branch of the crew to the cabin battle positions, checking and addressing issues during navigation intervals, and summarizing and reflecting on the completion of tasks have now become the norm. ”After the meeting, the leaders of the department told reporters that although the task was completed relatively smoothly, there are still many problems that need to be solved after in-depth investigation. Will such frequent questioning affect the morale of officers and soldiers? ”Any link in the combat power chain can affect the outcome. Only by thoroughly investigating and solving problems in a timely manner can we practice hard skills and win battles. ”Faced with questions from reporters, the leader recounted an experience - a red blue confrontation exercise, where the officers and soldiers of the Red Army, despite being familiar with the sea and their opponents, were defeated. What is the reason? After a retrospective review, everyone was surprised to find that several small issues that they usually thought had little impact on became "stumbling blocks" at critical moments. Having problems is not scary, what is scary is adopting an 'ostrich policy' in the face of problems, dragging small problems into big problems, and turning big problems into old and difficult ones. ”The members of the Party committee have learned from their mistakes and adopted a resolute attitude: issues related to the construction of combat effectiveness must be identified and resolved one by one, and cannot be left unresolved or delayed for a long time, otherwise it will be a false preparation for war. In the political training, they regarded this experience as a typical case for self-examination, strictly implemented the main responsibility of the Party committee in leading the battle, and targeted the problems of bottlenecks and blockages in military training and preparation to organize and tackle them. Stepping out of the review room, the reporter followed the leaders of the department to a newly built "innovation and research room". Next to a table filled with tools, several key personnel engaged in lively discussions on improving the maintenance plan for a certain type of equipment. During previous training, this type of equipment had experienced multiple malfunctions, requiring a significant amount of time to organize repairs each time, which affected the progress of the task. Although grassroots officers and soldiers have ideas for improvement, they are temporarily unable to put them into practice due to a lack of technical support. This situation is not uncommon at the grassroots level. In the past, some unit leaders were hesitant about grassroots innovation, fearing that investing resources would not yield results, and simply 'less is better than more'. ”The leader of the department said that little did they know that it was this kind of lazy thinking that hindered the resolution of some difficult problems. To this end, they built a "Innovation and Research Room" and upgraded the "Simulation Training Center", creating a platform and conditions for officers and soldiers to unleash their intelligence, brainstorm and work together to solve problems. Standing in the "simulation training center", the reporter suddenly felt a tense atmosphere as officers and soldiers of a certain unit were conducting professional training in a bustling manner. Many of the special situations set up here are extremely difficult to encounter during sea voyages. ”The leaders of the department introduced that they found through research that due to the rare occurrence of some special situations, officers and soldiers are prone to develop a mentality of luck and do not attach importance to regular training. The 'Simulation Training Center' categorizes and breaks down these special situations, organizes and strengthens training, and effectively improves everyone's emergency response capabilities. During the interview, every time the reporter visited a unit, they could see a "list of problem rectification". Some had already been resolved, some were in progress, and some still needed to coordinate with higher-level authorities for assistance. However, each problem was marked with a specific time limit. It is inevitable that there will be problems in military training and preparation, but we cannot keep repeating those problems year after year. ”The commander of a certain crew expressed his firm determination to reporters, 'In order to win the battle, we must solve the problem before that day arrives.' (Xinhua News Agency)