Internal Security Political Work

PAP Qinghai Corps Mobile Second Detachment Guides Officers and Soldiers to Work Hard and Deliver Real Results, Not Empty Achievements

武警青海总队机动二支队引导官兵真抓实干不务虚功

PLA Daily (解放军报) 19 May 2026

Summary

The PAP Qinghai Corps Mobile Second Detachment ran an internal rectification campaign targeting performative work habits—officers staying late without purpose, commanders remaining at posts without need, and staff producing voluminous but substanceless reports—and followed it with concrete changes to field training, including eliminating aesthetically arranged camp deployments in favor of terrain-based layouts incorporating concealment, counter-reconnaissance, and emergency defense. The problem made visible is formalism embedded at the staff and company level of a PAP mobile unit, where incentive structures had rewarded visible effort over measurable output. This fits the PLA and PAP's recurring institutional struggle to enforce 实战化 (combat-realistic) training standards against unit-level pressure to perform diligence for evaluators rather than build capability—the article documents one detachment's attempt to close that gap through leadership criticism and study sessions rather than structural reform.

Translation

Recently, several staff officers from the People's Armed Police Qinghai Corps Mobile Second Detachment submitted to detachment leadership a thick stack of work summaries compiled through overtime effort, only to be criticized for content that was vague and disconnected from reality. "No matter how thick the materials or how complete the ledgers, if they cannot solve real problems or drive implementation of work, they are nothing but empty paper!" the detachment leadership said bluntly.

In subsequent investigations, detachment leadership found that this phenomenon of prioritizing empty achievements over actual results existed to varying degrees among some officers and soldiers: certain staff officers had no urgent or difficult tasks yet stayed in the office until late at night—appearing to work overtime but in fact spinning their wheels and wasting effort; certain grassroots commanders had no pressing matters and could have taken their normal rotation of rest, yet deliberately remained at their posts; and still other officers and soldiers were busy all day long but could not grasp key priorities or find the right direction—appearing to fulfill their duties and responsibilities but in reality engaging mostly in "ineffective labor."

"Some people have not directed their energy toward solving problems and advancing work, but instead make a show of 'dragging their feet' and 'feigning busyness.' At its root, this is a problem with their outlook on performance and achievement (政绩观)." During study and education sessions on establishing and practicing a correct outlook on performance and achievement, detachment leadership organized officers and soldiers to discuss and analyze the distinctions between "toil and merit" and "appearance and contribution." Through the collision of ideas, everyone clarified mistaken understandings and established the correct concept that "breaking through difficult problems is an accomplishment, advancing work is a real achievement, and promoting development is a performance record," resolutely rectifying phenomena of inaction, disorderly action, slow action, and false action in their work.

The results of the rectification are evident in the changes on the field training grounds. They drew their swords against formalism (形式主义), completely abandoning "scenic-style" field camp deployments that prioritized appearance over combat effectiveness, instead rationally laying out positions based on terrain and landforms and incorporating real combat requirements such as concealment and camouflage, counter-reconnaissance, and emergency defense; they cut into training that was divorced from reality, resolutely halting the empty practice of deliberately adding extra drills to gain recognition and blindly piling on training loads to advertise diligence. The shift in work style at the staff level drove a purification of the unit's overall atmosphere, and officers and soldiers focused their full attention on studying training methods and combat methods that are practical and effective, with training enthusiasm continuing to rise.

"True achievement is not the futile suffering and empty waste of going through the motions, nor is it the surface-level posturing of deliberate performance—it is breaking through and delivering real results in resolving contradictions, solving difficult problems, and driving development." The words of Company Commander Yin of a certain company under the detachment expressed the officers and soldiers' deep understanding of the correct outlook on performance and achievement.

Original Chinese

近日，武警青海总队机动二支队几名机关干部，将加班加点梳理的一沓工作总结呈送支队领导审阅，因内容空泛、脱离实际受到批评。“材料再厚、台账再全，不能解决实际问题、推动工作落实，就是一纸空文！”该支队领导一针见血地说。在接下来的调研中，该支队领导发现，此类重虚功、轻实效的现象在一些官兵身上不同程度存在：有的机关干部本无急难任务，却在办公室熬到深夜，看似加班加点，实则是空转虚耗；有的基层主官并无紧要事务，本可正常轮休，却刻意留守岗位；还有的官兵整日忙忙碌碌，却抓不住重点、找不准方向，看似履职尽责，实则多是“无效劳动”。 “有些人没有把心思用在解决问题、推动工作上，总在‘磨洋工’‘装忙碌’上做文章，说到底是政绩观出了问题。”在树立和践行正确政绩观学习教育中，该支队领导组织官兵围绕“苦劳与功劳”“表现与贡献”展开讨论辨析。经过思想碰撞，大家廓清了错误认识，树立起“破解难题是成绩、推动工作是实绩、促进发展是政绩”的正确观念，坚决纠治工作中的不作为、乱作为、慢作为、假作为现象。整改成效，从野外训练场上的变化可见一斑。他们向形式主义亮剑，彻底摒弃重好看、轻实战的“景观式”野营部署，而是依托地形地貌合理布局，把隐蔽伪装、防敌侦察、应急防卫等实战需求贯彻其中；向脱离实际的训练开刀，坚决叫停为出名挂号而刻意加练、为标榜刻苦而盲目加码的虚功。机关转变作风带动部队风气净化，官兵一门心思钻研管用实用的训法战法，训练热情持续高涨。 “真正的实绩，不是碌碌无为的苦熬虚耗，也不是刻意作秀的表面文章，而是在化解矛盾、破解难题、推动发展上求突破、见实效。”该支队某中队尹中队长的话，道出了支队官兵对正确政绩观的深刻理解。