In late March, a small booklet was eagerly circulated in the specialized training room of a certain army unit. This booklet is illustrated and easy to understand, so you can learn and practice by following it. ”Coach and second level sergeant Song Chaofan introduced that this "Practical Manual for Unmanned Aerial Vehicle Operations" was compiled by the agency and incorporates the experience and wisdom of multiple professional backbones. The story behind it is a powerful testimony to the continuous improvement of the work style of the department and the effective use of questioning in the military. Last year, a certain type of drone was installed in this unit. During the training around the new equipment, officers and soldiers exposed issues such as non-standard basic operations. After understanding this situation, the party committee of the department decided to take the opportunity of promoting the accelerated formation of combat effectiveness of new equipment, and widely carry out questioning and consultation activities through discussions, surveys, and other forms, fully mobilizing the enthusiasm of the vast number of officers and soldiers to contribute ideas and suggestions to solve various training difficulties. At the beginning of the event, grassroots officers and soldiers actively responded and put forward some opinions and suggestions. However, after a period of time, the staff of the government found that the enthusiasm of the officers and soldiers to provide suggestions and advice was decreasing, especially on the survey questionnaires received, which were either blank or had no opinions. To this end, the leaders of the department went deep into the grassroots and had face-to-face discussions with officers and soldiers to understand the situation. We have not mentioned many suggestions and opinions, and government officials have also recorded them in a notebook, but many of them are just're researched 'and left unresolved. ”A mentor said that in the past, the higher authorities organized a survey, and many officers and soldiers wrote a full questionnaire. The company also specially organized discussion and exchange meetings to sort out everyone's opinions and suggestions. However, as the opinions and suggestions reported in the newspaper repeatedly sank into the sea, everyone naturally lost their enthusiasm. Asking for advice but not accepting advice is equivalent to asking for nothing; It's better not to ask if the plan hasn't been implemented. ”At the party committee meeting, the words of the leaders of the department were resounding: the government should not only be a good "receiver" of grassroots opinions and suggestions, but also a "processor" to promote implementation, so that every "golden idea" from the grassroots can be implemented effectively. To this end, the department has introduced a working mechanism of "grassroots reporting - agency summary - special discussion - party committee approval - feedback implementation - tracking and effectiveness", making every effort to do a good job in the "next article" of questioning and planning for military activities: at the weekly agency handover meeting, participants concentrate on discussing the opinions and suggestions of officers and soldiers, and screen out "military ideas" that are urgently needed and feasible for military training and preparation; At the monthly Party Committee Standing Committee meeting, attendees will conduct a special study on the implementation plan, clarify the responsible persons and schedule. At the same time, they regularly organize activities such as consultations with officers and soldiers, soldier reception days, etc., to collect opinions and suggestions from officers and soldiers on grassroots construction, and provide centralized feedback on the implementation of the opinions and suggestions put forward by officers and soldiers in the early stage, ensuring that "every item has a response and every item has a landing". In early March, Fu Jun, a cadre of the department, went to a certain company for surveillance. After a night training session, Sergeant Zhang Yao confided in him, "Our organization of night training always revolves around those basic courses, and there is a problem of following the process step by step. The quality and efficiency of such night training are not high." The next day, Fu Jun found several key members of the company to investigate and verify the situation. Subsequently, he suggested that the platoon leader convene a military conference to collect suggestions from officers and soldiers on optimizing night training. At the military conference, Fu Jun recorded in detail in his notebook the topics of "increasing infiltration reconnaissance courses under low light conditions" and "incorporating target recognition in rainy and foggy weather into night training". After returning to the office, Fu Jun promptly submitted optimization suggestions for night training in accordance with the relevant work mechanism requirements, which were all adopted. Not long ago, a newly validated night training plan was issued to the relevant units of the department. it happens that there is a similar case. Not long ago, the department organized a symposium for officers and soldiers. Wu Anchen, a cadre of a certain company, reported that due to different tasks and scattered duty positions, the company often experiences an imbalance between busy and idle personnel. After the meeting, the working group of the organization immediately entered the company and scientifically coordinated the personnel allocation plan based on the actual situation. They guided the company to redistribute its duty force and implement a rotation training mechanism based on the principle of "task type grouping and job demand personnel", effectively improving work efficiency. With the implementation and effectiveness of various opinions and suggestions, the enthusiasm of grassroots officers and soldiers to offer advice and suggestions continues to rise. Nowadays, there is no blank space in the survey questionnaires collected from the grassroots, often filled with highly targeted opinions and suggestions. "The leader of the department introduced that warm, down-to-earth, and operationally strong" military ideas "continue to emerge, providing a continuous stream of assistance to solve the problems of grassroots construction and improve the combat effectiveness of the troops. (New Society)