During my service, I very rarely had to meet officers who were indifferent to the state of affairs with military discipline. It's understandable. It is clear to any person who has devoted himself to the service that discipline in the army is the foundation of the foundations, a kind of foundation for building everything else.

But here is something that may seem paradoxical in this regard: despite the clear and generally recognized priority of issues of strengthening military discipline, the same unresolved problems pass from year to year. Why is this happening? Let's leave behind the scenes such fashionable complaints about objective difficulties. They are there. As, however, they have always been and will be, unfortunately, for more than one year. There are objective moments, because of which sometimes the work of officials to restore statutory order in a division, unit or compound is very similar to the fuss of a squirrel in a wheel, when a lot of energy is spent, and the result is almost zero or even negative.

There are a number of reasons that detract from efforts to strengthen discipline. But there is one fundamental one. Where there is no system in operation, where a comprehensive approach is not implemented, it is almost hopeless to hope for successful results.

Unfortunately, there are many officers, especially in the "platoon - company - battalion" link, who believe that maintaining discipline at the proper level depends only on the will of the commander or chief acting on the principle of "Came - saw - won". They are convinced that it is enough to demand stricter from subordinates, if necessary, ask from the negligent and... the situation will be resolved in a favorable way. Of course, this is a misconception. But how tenacious it is...

No, where-where, and in disciplinary practice, the techniques of "cavalry attack" do not pass in any way. There must be constant and systematic, which is very important, systematic work on this site.

On the pages of Orientir, I would like to tell you about the main points of the system developed in our connection. Its appearance and, most importantly, its application in everyday life became possible due to the combined efforts of not only educational officers at all levels, but also many commanders and superiors. The system in question itself contributes to the implementation of common goals and the coherence of actions of various officials.

I am not afraid to say that our system is based on the desire for scientific organization of work, which primarily involves obtaining the maximum possible disciplinary information. It is collected in a differentiated form based on three analytical indicators.

The first is an analysis of the state of affairs by military-social groups and categories of military collectives. It is supposed to collect and study information separately among:

- officers ' staff;

- ensigns;

- non-commissioned officers;

- contract soldiers;

- female military personnel;

- foremen of divisions;

- emergency service personnel;

- employees of the Armed Forces of the Russian Federation.

All the obtained data related to the strengthening of military discipline and law and order (from the department to the regiment inclusive) are summarized and, as a rule, recorded in tables and references.

The second is the analysis of interpersonal relationships of personnel by service life, which allows us to assess the effectiveness of educational work in divisions.

The third is an analysis of the military-pedagogical readiness of the main "carriers" of educational influence on subordinates. It allows you to identify in a timely manner the strengths and weaknesses of the educational process in units, the specific contribution of each officer, ensign and sergeant to strengthening military discipline. At the same time, it is widely used to disseminate the best practices of the best teachers and mentors, and to introduce life-tested methods to strengthen it.

These three analytical indicators allow you to have comprehensive information about the state of military discipline, its strengths and weaknesses in a particular unit or unit.

Further, according to the available information, various practical techniques are used. We combine them on the basis of the accumulated experience in eight methodological areas. Without being able to elaborate on each of them in detail in this publication, I will list the main components of these methods.

1. Formation of an objective opinion in military collectives about each of its members. Correction of personal behavior.

2. Predicting the state of affairs (it is conducted jointly by unit commanders and their deputies for educational work) in soldiers', sergeants', officers ' groups and collectives. Taking adequate preventive measures.

3. Increase the authority of the commander and boss. Only a highly respected officer, ensign, or sergeant can convince subordinates of the need for high discipline.

4. The use of various forms and methods of educational work to improve:

- worldview education;

- military professional training;

- military psychological training.

5. Socio-psychological studies of the moral and psychological climate of units, conducting rating surveys among various categories of military personnel.

6. Regular summing up of the state of military discipline.

7. Influence on personnel through a system of incentives and leisure activities.

8. Education based on the customs and traditions of a particular military team, studying the historical heritage of training and education of soldiers and officers by Russian commanders and statesmen.

Now I will allow myself to "expand" a little the first methodological direction, which is a cornerstone by the presence of a number of parameters. I will take the liberty to say that the first methodological direction is

- this is the key to reducing the severity of such problems as suicidal incidents, unauthorized abandonment of parts, and hazing relationships.

By the way, the maximum number of officials is involved in this methodological direction. This is another reason that distinguishes the first method from the general series.

What is its content? The basics are based on individual educational work. Emphasis is placed on study, education (re-education) the so-called leaders of positive or negative orientation in military collectives, as well as military personnel who are under dynamic surveillance (who are prone to drinking alcoholic beverages).,

drugs that have certain psychological abnormalities).

For several years now, we have been conducting personal files on all soldiers and sergeants without exception. Such cases may contain:

a) cards of socio-psychological analysis of military personnel's behavior (maintained by platoon and company level officers);

b) study sheets that record all data for the period of service for various questionnaires, questionnaires, social and psychological study cards (SPI);

c) a conscript's professional selection card (received from the military enlistment office);

d) military medical book (prepared by specialists of the Military Medical Complex);

e) characteristics from the previous place of work or study;

f) service characteristics and service cards.

Of course, we do not keep all the listed and other possible documents for the sake of reporting. They help to identify trends in educational work and make it visible.

High-quality work with personal files from the first days allows the command to determine how to work with young soldiers, taking into account their medical, psychological, and sometimes legal indicators. The latter often has to be used when working with negative leaders. In addition to the statutory disciplinary requirements imposed by commanders and superiors, our units also apply other types of influence on military personnel. We can mention here the "courts of honor" of soldiers and sergeants, preventive interviews in the military prosecutor's office, and the holding of off-site ostentatious meetings of military courts at our request. Study visits to correctional labor institutions and disciplinary battalions are very effective. Even the most malicious violators of the statutory order after such visits moderate their ardor.

Any work brings the expected result, if it is thought out, conducted systematically, does not have a one-time, campaign nature. That is why the word "support"has become quite familiar in our activities. We seem to constantly "guide" our subordinates, help them find a reliable support in the service. In this regard, we place great hopes on positive leaders. We try to do everything possible to ensure that there are as many of them in the division as possible. Many well-known forms of moral and material support for military personnel are used for this purpose. The only condition is that they are not held, as they say, "for show". Our principle is that it is better not to hold a poorly prepared event, so as not to reduce the matter to formalities. As for the forms of work, as mentioned above, we have not invented anything fundamentally new. These are well-known evenings honoring the best soldiers, correspondence with the parents of military personnel and their former colleagues at work or school, cultural trips and extraordinary dismissals, awarding regular military ranks, using material incentives, etc.

If people feel taken care of, surrounded by attention, most often they respond with good for good, respect for respect. It is good to always keep this in mind in our daily work.

Постоянный адрес данной публикации: