In the midsummer season, a confrontation training of a certain army brigade is about to begin in a certain sea area. The commander reminds the participating personnel of the organization to pay attention to the following matters: "The action control seat should timely grasp the dynamics of neighboring troops, analyze and adjust the next stage of combat plan..." In the joint command post, all element seats work closely together. As instructions came one after another, the brigade headquarters and staff members from neighboring units jointly assessed the battlefield situation, worked against time to formulate a coordinated plan, and commanded the team to carry out actions in an orderly manner. In the past, during stationed training, government officials were mostly busy dealing with document and telegraph affairs, and could only partially participate in military training. This year, all government officials have been fully immersed in training, seizing the 'golden window period' for generating combat effectiveness and honing their combat skills. ”Director Zheng of the Training Department of the brigade told me that during this year's training, they will coordinate and integrate business work, reduce the burden on government officials, and allow them more time to invest in military training. The organization is the nerve center of frontline combat troops, and we must make good use of the training window in the field to create a command oriented organization that can participate in planning and operate efficiently. ”The leader of the brigade said that on the one hand, they adopted the method of "rotating command skills training, strengthening confrontation exercises, and forcing training through assessment and testing", focusing on process control, tracking and effectiveness, and assessment and acceptance to improve the quality and efficiency of military training in the organization; On the other hand, establish training collaboration mechanisms with multiple neighboring units of different military branches, jointly develop training plans, and promote the integration and joint training of various combat elements. At the training site, the main attacking force was obstructed from taking control and quickly transmitted the information of the enemy's strong firepower points back to the rear. The commander immediately ordered the formulation of an air force firepower strike plan and the implementation of the strike. Inside the joint command post, Chief Hu of the firepower department of the brigade, who was in charge of firepower control, immediately analyzed the nature of the target with the air force firepower coordinator, formulated a strike plan, and called on neighboring air force fighter jets to destroy the "enemy" target. The battle is becoming increasingly intense, and Director Hu and staff officers from different branches of the military are working together to develop firepower attack plans for different targets, further honing their combat planning skills and command adaptability. Every time I participate in training and complete a task, my command skills and combat abilities can be improved. ”A staff officer from the brigade told me. It is understood that in order to strictly implement the training and assessment regulations and hone combat skills, the brigade has established military training files for government officials, which serve as an important reference for evaluating achievements, awards, and promotion. Previously, in a command information system operation assessment, four government officials were reported on the spot for failing the assessment and ordered to retake the exam within a specified period of time. Subsequently, they actively applied for additional training until all assessments were passed. During this year's training period, the brigade organized live combat training with neighboring troops, and government officials were fully embedded in the command post. They flexibly handled various emergencies according to the battlefield situation, orderly commanded the team's actions, and successfully completed the training tasks. Garrison training is not about changing places to work. The military is primarily a combat team that exists for the purpose of fighting. As the "central military tent" for commanding battles, the organization must firmly adhere to the orientation of war as war. Government officials should always bear in mind their responsibilities and missions, enhance their awareness of preparing for war, think about their responsibilities in war, do their job in war, and strengthen their ability to fight. They should truly align their focus and work priorities with their main responsibilities and duties, and form a good situation where the upper and lower levels focus on training and preparing for war at one pace. From being busy with telecommunication business to embedding command training, the experience of a certain army brigade refining the joint command "middle army account" tells us that the fundamental function of the organization must be tested and trained on the battlefield, not in a different location, but to hone combat skills according to actual combat needs. Winning an informationized and intelligent war requires smooth command chains, standardized command procedures, improved collaborative warfare methods, and efficient linkage to form a joint combat force. During the training period, all levels of government agencies can only seize the "golden window period" for the generation of combat effectiveness, and forge a stronger joint command "central military tent" through actual combat and resistance. The transition from "text to current" to "combat traction" is a manifestation of firmly establishing the ideology of combat teams, strengthening the identity of combatants, and establishing standards for combat effectiveness. At all levels, efforts should be made to build a command oriented organization, so that officials in the organization can continuously hone their skills in joint exercises, training, and emergency response, and develop strong abilities in commanding and strategizing to be superior to the enemy, as well as in tactical tactics to strengthen the enemy. This ensures that they can pull, climb up, and win with just one command. Breaking through the 'thinking wall' and integrating into the 'element chain', at the beginning of this year's training camp, we entered different positions to conduct training according to the division of command elements. As a member of a certain element, I have many comrades from other departments around me. In a recent confrontation training, despite the complex and ever-changing situation of the "enemy", the command chain operated very smoothly. The once busy figures and phone ringing have decreased, replaced by concise and efficient communication between seats. This change is a microcosm of the brigade breaking down departmental barriers and consolidating joint operations. During one year of training, the enemy's armored target suddenly launched an attack, and our firepower group missed the best opportunity to strike, resulting in a failure in the confrontation. We found during our review that due to the inability to directly access certain element information, relevant data is scattered at the end of each element seat, making it difficult to organize firepower strikes in a timely manner. This made me and my comrades realize that a "high wall" constructed by departmental grouping is hindering the smooth operation of the command chain. This year, the brigade has made adjustments to the command mode of the organization, changing the "training based on department organization" to "training based on combat elements", mixing and grouping members of each department around different combat elements, and conducting targeted training on the use of command information systems. At the beginning, comrades from different departments reorganized and inevitably encountered problems: some were not familiar with command procedures and always consulted their original departments when encountering situations; Some people are accustomed to using professional terminology, which leads to poor communication; Some only focus on their own data without truly putting themselves in their seats... After adjustment, everyone gradually breaks through the "thinking wall" and breaks through the "obstruction" of the command chain. Nowadays, various elements have a better understanding of what data the other party needs and what tactical intentions they want to achieve. During training, we generally feel that information flow is faster and more convenient, and command decisions are more accurate and efficient. As the elements continue to integrate, I increasingly understand that as a link in the command chain, only by stepping out of the department's "thinking wall" and actively integrating into the "element chain" can we break through information bottlenecks, activate battlefield data, and truly make the command information system the nerve center of the joint operations system. (New Society)