The fight against barrack hooliganism does not accept campaigning. It should be comprehensive and comprehensive. This is discussed in a letter to the editor by the deputy commander of the separate Airborne Brigade for educational work, Colonel Nikolai LAGUTKIN.

The problems of non-statutory relationships and barrack hooliganism are still relevant for many collectives. The crime curve on this basis stubbornly does not want to go down.

The roots of this shameful phenomenon for the army are too deep. One desire, some one-time measures in the fight against hazing is clearly not enough.

Military collectives are socially specific. However, I cannot agree with the statements of many media outlets that the army is the carrier of the infection called "dedovshina".

I am not a supporter of the other extreme, the essence of which is that our sick society is to blame for everything. We must agree that the army, as well as other state and public institutions, are equally to blame for the current vice. Today, we are seeing a clear increase in the aggressiveness of our citizens, especially young people, caused by living conditions. Such concepts as empathy, empathy, and mutual assistance are now, alas, becoming increasingly rare. Effective measures to prevent this from happening at the national level, you will agree, are not yet visible. Another, most pronounced prerequisite for barrack hooliganism is the moral and physical unpreparedness of many young men for service, independent life, and overcoming numerous difficulties. Conscripts who experienced a lack of paternal upbringing in childhood, usually from single-parent families, are difficult to adapt among their peers, are physically weak and, as a rule, become the object of claims from colleagues who have passed the yard criminal school.

Therefore, this category of military personnel needs special, truly professional attention. The officer, of course, is not a nanny, but he must be a teacher. Basic knowledge of military pedagogy and psychology is necessary for any officer, regardless of his position.

But do we all "keep our finger on the pulse"? Do we use non-standard methods of working with subordinates in addition to the established ones, given the lack of a clear state policy to improve the moral and moral atmosphere in society, and the serious financial difficulties experienced by almost every family of today's conscripts? I would like to share with the readers of Orientir the experience gained in our paratrooper brigade, which is commanded by Colonel A. Tolmachev.

I will say frankly: in our unit, when there are a large number of conscripted soldiers and sergeants, the facts of "hazing", unfortunately, take place. Despite the drastic measures taken by the command. Even bringing a number of military personnel to criminal responsibility does not always give the desired results. Unfortunately, many young officers have very poor knowledge of military psychology and pedagogy. Those who do not know how, of course, should be taught. And those who do not want to, - to force. Still, I think it's best to avoid unambiguous approaches here. Conscription or the so-called "commanding incentive" system is difficult, and sometimes impossible, to teach thoughtful work with people, which only makes it possible to cut down the roots of "hazing".

Here is one of the typical examples. After graduating from the Ryazan Military Academy, Lieutenant V. Artyushkin, a competent, professionally well-trained, outwardly fit officer, came to us. It was hard not to pay attention to him. After a short time, he was appointed to the brigade headquarters to a higher position, and then-the commander of a parachute company. However, Artyushkin did not live up to his expectations. In the company there was a sharp decline in a number of parameters of combat readiness, first of all, military discipline and law and order" limped". The officer, without studying the team, without delving into the moral and business qualities of each subordinate, decided to trust the old-timers in everything. The" deep " processes in the company did not interest him. It was important for him to have the "external gloss" of his unit. Only, unfortunately, negative facts were hidden behind the screen of well-being. Despite the help of senior managers, the situation has not changed for the better. I had to release the lieutenant from his post. Returning to the "papers", Artyushkin again felt at ease, has no complaints about the service. So, not everyone can be a commander.

But, on the other hand, the lieutenant in the school learned to command people, and not to use a hole punch and an officer's ruler... But this is a completely different conversation.

Such facts, alas, are not isolated. It is well known that the troops have long been experiencing an acute shortage of personnel in the platoon and company level. What is the way out of this situation? I believe that we should rely on enthusiasts, who are still enough in the units, on people who truly love military service and put work with people at the forefront. Such officers should be supported in every possible way, and their experience should be made public. And, importantly, to promote their professional growth.

In this regard, I would like to note the following: the company commander (platoon, battalion), who actually wants to restore order in his unit, may not be all right at first with reporting on the state of discipline. Let's say that, unlike its predecessors, it begins to report the real picture. Naturally, the statistics are getting worse.

In no case can you blame the officer who took up the task of restoring order in this situation. It is necessary to simply give him time for this, if necessary, help with advice, and maybe even practically. This is all for the good of the common cause. The situation in any team can be improved. It is important that this process is led by an interested person, such as Captain V. Ivanov, commander of the communications company of our brigade. He knows how to organize combat training, establish everyday life and clear service. Statutory order, strong military discipline - the "strong point"of the company. For three years in this division there is no question not only of any serious offenses, but also of minor misdemeanors in general! Captain Ivanov knows literally everything about each of his fighters. And Valery Arsentyevich took the company, by the way, lagging behind. Thanks to the efforts of such officers as Captain V. Ivanov, our brigade instills pride in its personnel for serving in the airborne forces and the Far Eastern Military District. Moreover, non-standard forms and methods of working with subordinates are born.

Although "non-standard" by and large, we began to call the techniques used in educational work that have long been known. Just forgotten or pushed into the background by the turnover. However, there are really new approaches. These include the "Ussuri company"created in the brigade with the permission of the district commander at the request of the city administration. It will serve guys called up from this city and nearby villages. Of course, we expect that in this division there will be no place for "hazing" and barrack hooliganism.

People always value a kind, fair attitude towards themselves. They are sensitive to how their military work is evaluated. Therefore, we do not forget about material and moral incentives for military personnel. Especially those who stand on the same side of the barricades with the commander in the fight against barrack hooliganism. Videotapes with films about the native military team, commemorative albums are highly valued in the soldiers ' circle. A symbol has been created and exists

"Honor is more precious than life!" By the way, many "demob" albums start with these words. For some, this is just a kind of stylistic decoration, for others-a life guide. It may not be achieved yet, but it determines the direction of life's movement.

Unfortunately, there are no miracles in the world, and the problem of hazing relationships in the brigade remains. How do we put malicious violators of military discipline in their place? We don't just punish them. Everyone is assigned to pass tests on their knowledge of the relevant articles of the Criminal Code.

Correspondence with parents has a great effect. In some cases, reporting a soldier's or non-commissioned officer's misbehavior back home made it possible to radically change the attitude to the service. Each serviceman received an insert in the military ID card with a summary of the articles of the Criminal Code of the Russian Federation on responsibility for military crimes and a poem stigmatizing "hazing". The units are equipped with legal corners and security corners of the military service...

A great help in the fight against hazing relationships is, of course, publicity. Conducting surveys and questionnaires of military personnel, including anonymous ones, make it possible to break through the blind ring of mutual responsibility, which serves as a fertile ground for barrack hooliganism. We noticed that it is more expedient to interview the personnel separately, by service periods, categories, and even "fellow countrymen". The results of the survey should not always be communicated to the entire staff; it is better to use them in individual educational work. Unjustifiably little attention in the army is sometimes paid to public organizations both inside and outside the military collective. The experience of our work testifies to the great effectiveness of considering personal cases of" distinguished " military personnel at general meetings of the unit, courts of honor, councils of ensigns, sergeants. Using the opportunities of the Women's council gives good results. By the Day of Defenders of the Fatherland and at the end of each period of training in our brigade, it became a rule to present the best company (battery)on behalf of the Women's Council a cake or pie made by the wives of military personnel.

Close ties with the city Council of veterans of war, Labor, Armed Forces and law enforcement agencies, headed by V. Kuzmin, made it possible for paratroopers to meet frequently with veterans.

The above-mentioned forms of work allow to improve the moral climate in units to a certain extent, prevent the emergence and spread of non-statutory relationships between military personnel and can be used by all commanders, their deputies for educational work in relation to the specific conditions of their unit or unit. The main thing in this case is a sincere interest in restoring order and the right approach.

In conclusion, I can not fail to cite the above-mentioned small poem on a topical issue, quite well-known among paratroopers.

THERE ARE, ALAS, SUCH...

Sometimes it is painfully incomprehensible to me Why, in some 20 years, another demob soldier Has Nothing sacred in life. Here they were, unbuttoned, unshaven, showing the collar of dirty underwear. To the question: "Who are you?" With a well-fed smile, They answer cheerfully: "Demobel!" There are very few of them, but they can also be followed by scoundrels Tomorrow by those who are now generally considered young. How words, sometimes quite simple, Can be offensive and bitter:

"Ladles", "lemons", "young", "Demob", "rookies" and "sons". Who, why, and by what right dares to divide people like this? Who dared, in defiance of the law, Our, Russian, laughing, Trample human dignity Recklessly and cynically into the mud? However, the glory of the Armed Forces Will not be obscured by a bunch of scoundrels, It's just a pity that scum unceremoniously Sticks to the bright memory of their fathers.

These poems are awarded to every soldier in our airborne brigade. I would like to hope that for some people they will serve as a kind of warning, which means that the atmosphere in our units will be cleaner and brighter.

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