Internal Security Political Work

Establish and Practice a Correct Outlook on Political Achievement | Face Difficulties Head-On with the Courage to Take Responsibility, Act Proactively and Seek Concrete Results

树立和践行正确政绩观丨直面难题敢担当主动作为求实效

PLA Daily (解放军报) 24 May 2026

Summary

The People's Armed Police Tibet General Corps Shannan Detachment held a two-way review meeting between headquarters and grassroots units, using a garrison drainage failure that degraded combat-readiness rapid-deployment training as the anchor case for a political education campaign on 'correct outlook on political achievement' (正确政绩观), and subsequently implemented a first-contact, first-handling accountability system and routine on-site working sessions to force resolution of deferred infrastructure and logistics problems. The article documents a specific institutional dysfunction — mid-level headquarters cadres avoiding cross-agency coordination problems rather than resolving them — and frames that avoidance explicitly as an ideological deficiency rather than a resource or authority gap. This fits the broader PAP pattern of using political work campaigns to address bureaucratic inertia in garrison management, but the operational hook — a slippery road surface degrading company-level deployment speed during a combat-readiness drill — is concrete enough to confirm that the detachment treats rapid-response training as a live readiness metric, not a ceremonial one.

Translation

People's Armed Police Tibet General Corps Shannan Detachment Guides Headquarters Cadres to Improve Work Style——

Face Difficulties Head-On with the Courage to Take Responsibility, Act Proactively and Seek Concrete Results

■ PLA Daily Special Correspondent Zhang Kemeng

"The drainage pipe network on the western side of the garrison area has been leaking, affecting not only the daily movement of officers and soldiers but also constraining the detachment's training quality and effectiveness—yet it dragged on for so long before being resolved. This kind of thing must never happen again!" Not long ago, at a two-way review meeting (机关基层双向讲评会) between headquarters and grassroots units of the People's Armed Police Tibet General Corps Shannan Detachment, these words from detachment leadership left the headquarters cadres in attendance deeply moved.

It is understood that the drainage pipe network in the detachment's garrison area was laid many years ago and, affected by the plateau's high-altitude and extreme-cold environment, has suffered severe aging and corrosion. However, because the drainage infrastructure involves multiple military and civilian units, coordinating inspection and renovation work has been highly difficult. The drainage network had experienced leakage problems on multiple occasions previously, and after the relevant departments organized investigations, the problem was shelved on the grounds that it involved a wide range of parties and was difficult to coordinate.

Some time ago, the detachment organized combat-readiness rapid-deployment training (战备拉动训练), and leakage from the drainage pipe network caused the road surface to become slippery, affecting the deployment efficiency of a certain company. On the future battlefield, every second counts; what appeared to be a minor pipe network hazard had become a chokepoint and bottleneck constraining the improvement of the unit's rapid-response capability. This situation put the detachment Party committee on alert.

"A longstanding historical problem that has gone unresolved for so long—on the surface it looks like some headquarters cadres are afraid of trouble and unwilling to take responsibility, but the most fundamental cause is a deviation in their outlook on political achievement (政绩观)!" At the Party committee meeting, detachment leadership pointed directly to the "root of the illness." Combining this with the study and education campaign on establishing and practicing a correct outlook on political achievement (树立和践行正确政绩观), they organized headquarters cadres to conduct analysis and reflection on such phenomena as "lacking initiative in day-to-day work and failing to step up when issues arise" and "dodging complex work whenever possible and dragging out difficult problems for as long as possible."

The unit's training and duty tasks are heavy, yet a small number of cadres remain inactive, slow to act, unwilling to take responsibility, and failing to fulfill their duties. Some are content with the status quo and make no effort to advance, unwilling to put in the work to study new situations and explore new methods; some lack the genuine capability to tackle hard problems and are at a loss when faced with complex difficulties… As the analysis and reflection deepened, detachment leadership and headquarters cadres identified the crux of the problems and applied targeted measures one by one.

They regularly organize experience-sharing sessions on breaking through difficult problems, inviting experienced cadres and backbone personnel to share their insights, and through case-based instruction, on-site observation, and interactive discussion, enhance grassroots cadres' ability to identify and resolve problems. They routinely organize on-site working sessions (现场办公), with members of the detachment Party committee standing committee and headquarters cadres going down to the front line to sort out problems in areas such as grassroots combat training and preparation and logistical support, and to coordinate timely solutions. They have implemented a first-contact, first-handling accountability system (首接首办负责制), clearly specifying who receives and handles each matter and who bears responsibility, ensuring full-process tracking and follow-through to completion.

Identifying problems is one's basic duty; facing problems head-on is the exercise of responsibility; resolving problems is the measure of real achievement. In response to the difficult problem of the damaged drainage pipe network in the garrison area, the detachment's logistics support section chief took the lead in coordinating relevant military and civilian units to conduct on-site surveys and scientific planning, and the pipe network renovation was completed quickly, thoroughly resolving the leakage problem.

Face difficulties head-on with the courage to take responsibility; act proactively and seek concrete results. It is understood that since the study and education campaign on establishing and practicing a correct outlook on political achievement was launched, headquarters cadres of the detachment have acted proactively and worked energetically to resolve difficulties, bringing to completion multiple urgent and difficult matters at the grassroots level. Officers and soldiers remarked with feeling: "Now headquarters cadres handle matters with swift and decisive action (雷厉风行). Grassroots difficulties have people managing them, are pushed forward quickly, and are handled well—our drive for combat training and preparation is even stronger!"

Original Chinese

武警西藏总队山南支队引导机关干部改进工作作风—— 直面难题敢担当主动作为求实效 ■解放军报特约通讯员张珂蒙 “营区西侧排水管网渗水，不仅影响官兵日常通行，更制约支队训练质效，却拖了那么长时间才解决。这种事决不能再发生！”前不久，武警西藏总队山南支队机关基层双向讲评会上，支队领导的一席话，让参会的机关干部深受触动。据了解，该支队营区排水管网铺设年代久远，且受高原高寒环境影响，老化锈蚀严重。但排水管网设施涉及军地多个单位，检修、改造工作协调难度大。此前排水管网多次出现渗水问题，相关部门组织排查后，以涉及面广、协调困难为由，将问题搁置。前段时间，该支队组织战备拉动训练，因排水管网渗水导致路面湿滑，影响某中队出动效率。未来战场分秒必争，看似微小的管网隐患，却成为制约部队快速反应能力提升的卡点堵点，这一情况引起支队党委一班人警觉。 “一个历史遗留难题迟迟得不到解决，表面看是部分机关干部怕麻烦、不担责，最根本的原因是政绩观出现偏差！”党委会上，该支队领导直指“病根”。他们结合树立和践行正确政绩观学习教育，组织机关干部围绕“平时作为不积极、遇事担当不主动”“复杂工作能躲就躲、困难问题能拖就拖”等现象开展剖析反思。单位训练执勤任务繁重，但仍有少数干部不作为、慢作为，不担当、不尽责，有的安于守成、不思进取，不愿下功夫研究新情况、探索新办法；有的缺乏攻坚克难的真本领，面对复杂难题束手无策……随着剖析反思持续深入，该支队领导和机关干部找准问题症结，逐一靶向施策。他们定期组织难题破解经验交流会，邀请经验丰富的干部骨干分享心得，通过案例教学、现场观摩、互动研讨等方式，提升基层干部发现问题、解决问题的能力；常态组织现场办公，支队党委常委和机关干部下沉一线，梳理基层练兵备战、后勤保障等方面存在问题，并及时协调解决；推行首接首办负责制，明确谁接办、谁负责，做到全程跟踪、一抓到底。发现问题是本分，直面问题是担当，解决问题是实绩。针对营区排水管网破损难题，该支队后勤保障股股长牵头协调军地有关单位实地勘测、科学规划，很快完成管网改造，彻底解决渗水问题。直面难题敢担当，主动作为求实效。据了解，树立和践行正确政绩观学习教育开展以来，该支队机关干部主动作为、积极解难，办结基层多个急难事项。官兵感慨：“现在机关干部办事雷厉风行，基层难题有人管、推进快、办得好，我们练兵备战的劲头更足了！”