JUSTIFY THE NEED FOR CHANGES WITH EXTERNAL OBJECTIVE REASONS

When communicating change, look for an external force that will serve as the primary (or additional) reason for your decision.

It may well turn out that not all employees perceive you as a bearer of absolute truth. In this case, your desire to implement changes alone, even if supported by the desire of senior management, will not be a sufficient reason for employees to believe in the necessity and inevitability of change.

Be prepared to name the objective reasons that led to the need for change.

This may be the action of market forces or competitors, changes in the economy or legislation, or other factors that are an absolutely undeniable reason for the change. For most people, the presence of an external reason is an absolutely necessary justification for future changes.

Just the desire to convey to people the importance of the upcoming changes, not supported by an obvious external reason, is not enough for employees to believe you.

COMMUNICATE INFORMATION ABOUT CHANGES IN A SIMPLE FORM

A manager often believes that talking about change in an extremely simple way means showing the low value of his employees as professionals. In reality, people will appreciate consistent, easy-to-understand information about change.

Any conversation about change is stressful, which means that people absorb information much worse than in everyday work communication.

If information is not structured and presented in a memorable form, there is a high risk that it will not be heard.

Slogans help ensure a good level of memorability of key points. A slogan in the communication of change is a simple, frequently repeated structure that ensures that the entire team understands the key issues related to change.

Briefly formulate the questions that are most important:

• what are the goals of change;
• how they will be achieved;
• what will happen if you don’t intervene in what’s happening now;
• what needs to be done to reduce risks to zero and confidently move towards success.

And reproduce the slogan constantly, over and over again, using different methods of communication. For example, in one of the companies the slogan was: “Growth of a key category in 2013 by one and a half times due to micro-improvements,” and in another: “Zero rate of erroneous deliveries by December 31, 2012 due to the personal responsibility of everyone.”

This can be done using video. For example, in one company, employees, coming to work and turning on the computer, saw an automatically appearing message from the highest level manager, which changed every day, but kept the staff’s attention on the change project (while the main slogan was the same). For different levels, you can formulate the slogan in different words, but the meaning should

remain unchanged. Think about visual communication - the same slogan can be depicted in the form of a picture.

Using a change slogan (a clear, simple, repeating message) when communicating with employees gradually reduces resistance. This may seem far-fetched, but it is true. Repeated communication about changes is more credible than the initial one!

When we were convinced of this by taking measurements, the client’s first reaction was: “This is too simple to work.” However, it seems to be working. Indeed, in external communications, for example through television advertising, the manufacturer strives to achieve several contacts between the target audience and the advertising message.

The simpler and more detailed you talk about the changes, the faster your employees will agree with you.

They can go so fast that it seems as if nothing is permanent in the world. Friends appear and disappear. There is property today, but not tomorrow. Our childhood home is being demolished to replace it with an office building. The baby grows into an adult. People get closer and break up. People are dying.

At some point in our lives, we may decide that we are “heartbroken.” This could be due to the loss of a loved one, a deterioration in physical or mental health, or the loss of a job that provides us with the income we need.

Some cherished goals that we have set for ourselves may remain unfulfilled.

And if you look at the universe from a different point of view, you can see that everything lives and grows. Everything is in joyful movement. New combinations appear. A new beauty touches our soul. New opportunities arise. Adventures are waiting to happen to us!

When the stormy waves of change reach our lives (and they say that change is the only constant in life), their effect can be painful if we are too attached to material things in our hearts or are too convinced of the erroneous idea that constancy exists . And in the absence of the ability to adapt to changes and accept them, they can painfully wound our hearts. How to endure the pain of losses that sooner or later touch everyone’s life? If we are open to the presence of God in every change in life, then we calmly ride the crest of the wave of change.

When a seed is sown into the darkness of the earth, its outer shell must be destroyed for new life to emerge. Jesus said:

“Unless a grain of wheat falls into the ground and dies, then only one remains; and if she dies, she will bear much fruit” (John 12:24).

When our outer shell is painfully destroyed, when it seems to us that our heart is breaking, it is important to learn the lesson that Jesus wanted to teach us.

Every time we lose something, we can gain something at the same time.

In this case, we can understand and appreciate that life offers us inexplicable experiences that cannot always be interpreted through experience. This understanding becomes a precious gift in itself. We may feel that if only we could do everything “right,” we wouldn’t experience pain. But life often turns out to be much more complex and mysterious.

The gift can be received at the moment of loss. The very pain we experience can be caused by the shell of our understanding, our wisdom, our maturity and compassion being destroyed, releasing its gift, the new life hidden within it. This awareness is not morphine, which can dull or turn off the pain we experience. Rather, it is a means of opening ourselves up to the mystery of pain, what it can give us as well as what it takes from us. Perhaps we would welcome the prospect of change more joyfully if we remembered that the path of life always leads forward, towards progress.

And when you live and develop, change is inevitable.

Have you ever thought that saying, “Now is not the time for change,” is the same as saying, “I don’t have time to receive a blessing right now”? It is very important to grow - physically, mentally and spiritually. When changes come in our lives, this indicates that we must be ready to accept them - joyfully and with delight. Have faith in the capacity of your soul, realize that the fullness of divine love and wisdom can be present within you and serve as an inexhaustible source for you. By internally preparing for change, you can get used to the idea of ​​it.

The next time you feel the shell that covers your heart being destroyed, feel it fully and deeply and take comfort in the fact that, through pain, you become more compassionate and wise, both towards others and towards yourself. Challenges can be a precious and rewarding gift. Challenges can be milestones in your mental and spiritual growth. Find the strength to welcome change and enjoy the opportunity to grow and develop spiritually.

From Pythagoras, the ancient Greek philosopher, we learn that “the man who cannot command himself is not free.” Through life experiences, often acquired during times of change, we can master our emotions, our mind and body, our thoughts and feelings - and become more useful people because of it.

In the time allotted to us, we must live and work so that what we got as a seed is passed on to the next generation as a flower, and what we get as a flower is passed on to them as a fruit. This is what we understand as code progress.

Henry Ward Beecher

By limiting one's activities to one narrow area, without taking advantage of the benefits of change or distraction, a person can come to such emptiness that sometimes kills the imagination.

Edward J. Uhl

Petersburg higher education so far Few people call it a “market,” although more than 50 private universities already operate in the city and more than 65% of all students study on a commercial basis. According to BusinesStat estimates, the higher education market in Russia exceeds 197.2 billion rubles, St. Petersburg accounts for about 18% of this amount. It is noteworthy that the majority of the market (71%) is occupied by commercial departments of state universities (there are more than 70 of them in the city, including branches). Over the past 10–15 years, both the number of paying students (from 10 to 65%) and the total number of students have increased: according to the North-West Center for Social Studies, this figure has grown from 190 to 448 students per 10 thousand people.

Foreigners in Russia

However, foreign students Russia is still smaller than it was 30–35 years ago in the USSR, when students from socialist countries studied at Soviet universities. However, many universities rely specifically on foreigners, tailoring their training programs to international standards. The demand for Russian education is quite high, but students come mainly from Asian countries and are not always satisfied with the education they receive.

"In October 2013 a decree was adopted by the government of the Russian Federation, according to which the annual quota for admission to study of foreign citizens for budget money was increased 1.5 times - to 15 thousand places, says Marina Lavrikova, vice-rector of St. Petersburg State University for educational and methodological work. “And, although St. Petersburg State University has one of the largest quotas for admitting foreigners (440 places) in 2014, the competition among foreign citizens in 2013 was two people per place.” Oleg Kharkhordin, rector of the European University in St. Petersburg, is confident that most of the leading Russian universities have been working successfully with foreign students for a long time. “At our university, the first international program was launched back in 1998,” says Oleg Kharkhordin. “In general, with the launch of the “5/100” program, according to which by 2020 five Russian universities should be included in the Top 100 international university rankings, there is an urgent need for reform of university management: both the courses themselves and the form of teaching will change.”

Rector of the East European Institute of Psychoanalysis believes that politics is preventing Russian universities from entering the international market. “We are ready to accept foreign students, but due to the specific attitude towards Russia (which is cultivated by the Western media and has always been in effect, and not just in connection with the events in Ukraine), this direction will develop very slowly and one-sidedly,” explains Mikhail Reshetnikov. students go mainly from Asia and developing countries and because it’s cheaper here.”

Among the “branded” specialties that are actively developing and can become a city brand, university leaders most often name mathematics, computer science, management, law, oriental and African studies, and psychoanalysis. “We compete quite successfully with our Western colleagues, and now they are adopting our experience,” says Mikhail Reshetnikov, “for example, the Sigmund Freud University in Vienna was created “in the image” of VEIP.”

Valery Solomin, rector of the university them. Herzen, adds that new specialties are appearing in the city that are no longer represented in any universities. “For example, 2 years ago at Herzen University the direction “Physical education for persons with health problems (adaptive physical education)” was opened,” explains Valery Solomin. “Paralympic athletes are trained there, including those who brought medals to Russia at the Paralympic summer games in London.

Problems in the education sector are not surprise: this is mainly a lack of funding, qualified personnel and government support. Experts often talk about the saturation of the higher education market: private institutions are constantly appearing, following demand, although there are already many more places to study than ever before in history. Young people do not want to obtain working professions, and the state does nothing to popularize them.

Rector of the Russian State Hydrometeorological Lev Karlin University identifies two main problems in the industry: underfunding and massification of higher education. “For example, in Leningrad about 60 thousand schoolchildren graduated from school every year, and now in St. Petersburg there are a little more than 20 thousand,” explains Lev Karlin. “At the same time, there are 3 times more universities in the city, as a result the quality of higher education has fallen. Underfunding can be eliminated by making higher education paid. At the same time, those who need them should pay for specialists: the state - for the training of teachers, military, police, doctors; companies must pay for specialists for themselves. Finally, the student himself can pay for training, the mechanisms for this have long been known abroad: grants for training, educational loans, social assistance." Mikhail Reshetnikov sees ideological shortcomings in Russian education: “For example, we easily changed the name of “Soviet psychology” to “Russian” with extraordinary ease, but were not very concerned about what this implied,” explains the specialist. “Previously, all humanitarian knowledge was funded and developed under the control of the CPSU and was extremely ideological, one might say intimidated. All this still exists, and these problems have not yet even been comprehended."

Valery Solomin, on the contrary, evaluates The development of the city’s universities is optimistic: “The main criterion for talking about competition with foreign universities is various ratings, including international ones,” says the specialist. “The positions of St. Petersburg universities in them are strengthening year after year, and this is undoubtedly a positive trend.”

The future is online

With all the shortcomings, St. Petersburg Universities strive to keep up with modern educational trends: teachers post lecture recordings on the Internet and give students practical assignments and projects.

"In the global education market The popularity of open on-line courses and programs from leading universities in the world (Coursera, edX, etc.) is growing. St. Petersburg State University is also moving in this direction,” says Marina Lavrikova. “For example, back in October 2013, our university was one of the first in Russia to become an official partner of the global educational project Coursera.” She adds that in accordance with global trends, academic mobility is being stimulated; international educational programs are being created, including those that provide two diplomas; leading universities are opening representative offices in other countries.

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THE NEED FOR CHANGE

Gaponenko Alfred Grigorievich . Lieutenant General. Born in 1931. Served in the Soviet Army from 1951 to 1991.

He served in tank forces in command and staff positions from platoon commander to commander of the 8th Guards Tank Division of the 5th Guards Tank Army of the Belarusian Military District. Participant in combat operations in Afghanistan.

He worked for 7 years at the General Staff, then 7 years in military-diplomatic work. Candidate of Military Sciences.

Starostin Mikhail Mikhailovich. Colonel. Born 1937

In 1967, he graduated from the Military Academy of Armored Forces with a degree in operation, repair and production of armored vehicles, and served in the military in various positions. Since 1971 he worked at the Military Academy of Armored Forces.

Honored Inventor of the Russian Federation. Candidate of Technical Sciences. Professor.

Khomich Vadim Ivanovich . Colonel. Born in 1926. In 1944 he graduated from the Military School of Radio Specialists of Tank Forces and was sent to the 1st Belorussian Front. In 1945 he entered the Stalin VABTM, which he graduated from in 1951. Later he worked as a senior scientific employee, teacher at the Academy of BTV named after Malinovsky. Demobilized in 1977, then worked as a teacher at MADI, GCPPM, VISM, candidate of technical sciences.

Professor, corresponding member of the Russian Ecological Academy, chairman of the military-technical section of the VNO Cultural Center of the Moscow Region.

Reznichenko Vyacheslav Ivanovich . Born in 1938. Senior engineer-lieutenant of the reserve.

In 1956 he entered the Moscow Aviation Institute. After graduating from the MAI, he was sent to the M.L. Design Bureau. Mile. Candidate of Technical Sciences. He is one of the leading specialists in the field of composite materials, the creation of impact-resistant structures with increased combat survivability.

Author of more than 150 scientific papers, teaching aids, textbooks, monographs and inventions. Professor, corresponding member of the Russian Ecological Academy, member of the military-technical section of the VNO Cultural Center of the Moscow Region since 1996.

The twentieth century was marked by two of the largest wars in human history with enormous human and material losses. The past wars were also characterized by fundamental changes in the methods and methods of conducting combat operations and in military equipment.

If in the First World War the use of tanks and airplanes was a novelty, then in the Second World War tanks and aircraft became the decisive types of weapons that determined the outcome of battles.

The combat properties of tanks (high mobility, firepower and protection from enemy weapons) largely determined the nature, pace and success of combat operations. This was the case during the blitzkriegs of the initial phase of World War II - the victorious march of German tanks across Europe, and this was also observed at its final stage, when Soviet tanks, having covered half of Europe in a matter of months, completed the defeat of the Germans in Berlin .

During the war, tanks were continuously improved, their combat qualities, production and restoration technology were improved. One of the results of the Second World War was the transformation of the USSR into a great tank power, possessing the most powerful and combat-ready tank forces.

During the war years, our industry supplied the front with over 98,000 tanks and self-propelled guns, which was almost 3 times higher than their production in Germany and its satellite countries. It is no less significant that over these years, repair plants and tank units have restored and put into operation about 400 thousand combat units of armored vehicles. The last circumstance - the rapid recovery of tanks - more than once played a decisive role in prolonged battles. As testified by the participant of the Battle of Kursk, Candidate of Military Sciences V.M. Kryat [I], one of the reasons that prompted the German command to withdraw from the largest tank battle of the Second World War - the battle of Prokhorovka, was the rapid restoration of about two hundred Soviet tanks on the battlefield, which sharply changed the balance of forces in our benefit.

In terms of its overall combat qualities, the Soviet T-34 became the best tank of the Second World War. The general principles embedded in its design served as the basis for the development of tanks in many countries in the post-war years.

At the same time, as noted by Professor A.S. Stepanov, Soviet tanks have “leadership” not only in combat effectiveness, but also in losses. As noted in his article, “The total losses of our army in tanks and self-propelled guns of various types during the war years amounted to 96.5 thousand units. The ratio of our and German losses turns out to be 2.27:1, i.e., despite the superiority of our T-34s and K.B.over German tanks, in the first years of the war we lost twice as many vehicles (too much - ed.)..." The reasons for this were the lack of experience in the combat use of tanks, high turnover and insufficient training of tank crews and a number of other circumstances. These factors, of course, do not detract from the role of our armored forces in the overall victory, but, undoubtedly, should have been taken into account in the future.

Among the measures proposed by A.S. Stepanov, in order to minimize losses, indicates a change in the organizational structure of tank units, as well as the need for further development of the design of tanks in order to increase their firepower, armor protection, and improve survivability.

In the post-war period, and especially during the Cold War, work to improve the design of tanks continued actively all over the world. In the Soviet Union, over the years, the T-54, T-64, T-72, T-80 and T-90 tanks, which have exceptional combat characteristics, were developed and put into service. Because of this, domestic tanks were widely exported to the countries of the Near, Middle and Far East, Africa and Latin America, and the Warsaw Pact, now accounting for more than half of the world’s tank fleet.

Such tanks as “Leopard-1” and “Leopard-2” (Germany) were created abroad, Ml “Abrams” (USA), “Challenger” (Great Britain), “Merkava” (Israel), etc.

When working on modern tanks, designers mainly relied on the experience of the last war, while not taking into sufficient account the achievements in other types of weapons and the experience of modern so-called “local” wars. This led to a well-known crisis and stagnation in the further development of tanks starting in the 1990s.

External manifestations of the crisis can be considered a sharp reduction in the production of tanks (tens of times), curtailment of research and development work, a decrease in the number of tanks in the troops, and, consequently, a decrease in the need for

tank production.

The causes of the crisis were the detente of the international situation, the decline in tension between the great powers, and also, last but not least, the results of local wars of the last 50 years. These wars (Arab-Israeli wars, Iran-Iraq conflicts, wars in Iraq, etc.), characterized by the massive use of armored vehicles, widespread use of aviation, as well as the latest anti-tank weapons entered into service with the ground forces , revealed a number of shortcomings of modern tanks, which significantly reduced the combat effectiveness of their use in modern warfare. These shortcomings led to a sharp increase in losses and in some cases forced the abandonment of the massive use of tanks in combat operations.

In the military circles of some countries, an opinion arose about the futility of using tanks as the main striking force of ground forces. So, in the mid-1970s. The Americans filmed and widely circulated a training film with the code name “Helicopters against Tanks,” which convincingly showed the advantages of using helicopters to fight enemy tanks. Based on the experience of the exercises, the authors of the film concluded that helicopters are superior in combat effectiveness compared to tanks in a ratio of 14:1. Experience of the successful use of helicopters in the Arab-Israeli war of 1973-1975. confirmed this conclusion.

The weak protection of tanks during air attacks and large losses in armored vehicles during operations in populated areas (in particular, in the Chechen campaign of 1994-1995) necessitated a revision of views on the requirements for a modern tank.

In 1998, the military-technical committee of the General Staff of the Moscow Region proposed to the military-scientific society at the CDSA to develop a new concept for a promising tank that would correspond to modern conditions of warfare. The military-technical section of the VNO was involved in its development, which included a large group of scientists, the vast majority of them participants in the Second World War, with extensive experience in serving in tank units and working in production.

In the process of carrying out research work, an analysis was carried out of the compliance of the characteristics of existing tank models with modern conditions of their use and a conclusion was made about the need for a fundamental revision of the design of a promising tank in order to increase its combat effectiveness. The analysis, in particular, showed that modern monoblock tanks are characterized by a number of organic deficiencies, without the elimination of which it is impossible to qualitatively improve the combat properties of future combat vehicles.

Insufficient protection from air attack;

Low survivability of tanks in the event of a direct hit from cumulative ammunition;

Unsatisfactory habitability of the internal volume (gas pollution, cramped conditions, high level of acoustic noise), reducing the effectiveness of the crew’s actions in combat;

The limited amount of information available to the tank crew about the combat situation, terrain and enemy, which negatively affects combat effectiveness;

Inconsistency with air mobility requirements due to significant mass

tank, etc.

The way out of the current impasse is seen in abandoning the currently dominant monoblock tank construction scheme and moving to a sectional or articulated principle.

The idea of ​​using articulated structures in moving objects is quite widespread in technology to increase the reliability and survivability of machines (devices). In particular, it is used in space technology (orbital stations), in shipbuilding (container ships), in the automotive industry (articulated conveyors). Articulated vehicles are also used for military purposes.

In Russia, the design of an articulated tank was first described by the famous inventor R.N. Ulanov on the pages of the magazine “Equipment and Weapons” No. 9/1999 in the article “Possible ways to improve the combat qualities of a tank” [Z]. The proposed combat vehicle consists of two sections (Fig. 1). The first and second sections are connected to each other by means of a docking device made in the form of a hinged tunnel with the possibility of passing through it communications, controls, passage of crew members, and supply of ammunition. The first section includes a turret with weapons, sources of electrical energy, an electric drive, controls for the power plant, fire and communications, and the second section includes a mechanized ammunition rack, power plant and fuel tanks.

As follows from the article, such a design of the tank allows you to increase the ammunition load by 3 times, increase the power reserve, the power of the power plant, improve terrain maneuverability, increase the survivability of the chassis and the entire vehicle as a whole, and provides a number of new capabilities, increasing the maneuverability of the tank.

At the beginning of 1999, R.N. Ulanov, together with a team of members of the VNO (which included two authors of the article), manufactured and tested a working model of an articulated tracked chassis 1/7 of its original size. Tests confirmed the high driving performance of this design, increased maneuverability and survivability of the chassis. Based on the test results, a general conclusion was made about the prospects of the articulated structure as a basis for a prototype of the tank of the future.

At the same time, in order to overcome the existing shortcomings of modern tanks, it became obvious the need for further work on the development of an articulated scheme: increasing protection from air attack, increasing the survivability of the tank as a whole, reducing the weight of the tank through the use of composite materials, increasing the -formativity.

In the course of special research work, a number of solutions were proposed, formulated by a team of authors (Ulanov R.N., Teplov A.G., Starostin M.M., Khomich V.I.) in the invention “Articulated Combat Vehicle”. The project of a promising articulated two-link tank is presented in Fig. 2.

It should be especially emphasized that the sections of the tank are designed with the possibility of automatic disconnection and autonomous operation. The first section carries a turret with weapons, sources of electrical energy, an electric drive, controls for the power plant, fire and communications. The second section is equipped with an anti-aircraft missile system, including a support-launch device, a radar system, a control system for the autonomous movement of the section and a power plant, and another power plant, ammunition and fuel tanks.

The introduction of an anti-aircraft missile system into the vehicle's armament kit, which allows it to fight enemy aircraft and helicopters, and the creation of prerequisites for the separate use of sections helps to increase the survivability of the vehicle as a whole.

In the original version of the articulated vehicle, it was intended to be used in combat as a single whole. The proposed option provides both joint (on the march, during combat training, during transportation) and separate use of both sections: on the battlefield, in an attack, oncoming combat, when pursuing the enemy, etc. In these types of combat operations, the likelihood of irreparable losses is greatest, and removing the most vulnerable second section from fire increases the overall survivability of the articulated tank.

The separate use of two sections carries with it the possibility of using the first (combat) section without a crew at all, which will reduce losses among personnel to zero. In this case, the tasks of controlling the movement of the section, firing, and overcoming obstacles are solved remotely and carried out from the second section, where the vehicle commander and other crew members are located. Remote control of moving objects has found wide application in space technology (lunar rovers, Mars rover, etc.), during underwater work (inspection of the Titanic), during work in emergency situations, for example, during increased radiation, neutralization explosive objects, etc.

In this case, various communication methods can be used: radio channels, laser channel, fiber optic, etc. The accumulated experience of remote control of moving objects allows us to consider this problem practically solved and ready for mass implementation.

Autonomous actions of sections presuppose the presence of autonomous power plants in them, operating independently of each other. If the second section has a traditional power plant for our tanks - a diesel engine - then in the first section it is planned to use electric energy sources. Modern technology offers a wide range of such devices: rechargeable batteries, supercapacitor batteries, fuel chemical cells, etc., and in this area of ​​energy there is clear progress: sources with higher performance qualities are appearing.

The introduction of electrical energy sources in the tank allows us to solve another problem - to reduce the likelihood of the tank being hit by missiles equipped with thermal homing heads. Indeed, in the first section, equipped with similar electrical devices, there are no sources of thermal radiation, towards which the homing heads of missiles that are part of the armament of modern aviation are oriented.

The electric power plant significantly improves the working conditions of the tank crew (the noise level is sharply reduced, the quality of the gas environment is improved, and the expenditure of muscle energy required to operate the tank is reduced). The electric transmission used in the proposed section is smaller, has a higher efficiency, is easy to maintain and provides better dynamics of transient processes.

The most critical property of modern sources of electrical energy is the limited energy resource, which determines the power reserve of the tank and its battery life.

By the way, the same problem is key to the introduction of electric vehicles into mass production:

Almost all leading automobile manufacturing companies in Japan, the USA, Germany, and China are working on it, while the share of electric vehicles in the global automobile fleet is steadily increasing. As you know, electric cars appeared almost simultaneously with cars using internal combustion engines. Thus, in our country, the first electric car was built by engineer P.I. Romanov in 1898, much earlier than the first Russian production cars.

Fig.2. Project of a promising articulated two-link tank:

1—first section; 2 - second section; 3 — docking device; 4 - tower

Many modern electric vehicles use lead acid batteries (LAB), mainly for economic reasons. The disadvantages of SKA include high mass (25-30 W/kg), limited resource (2-3 years), significant volume that they occupy, incomplete use (50%) of their energy intensity. Significantly better performance is provided by supercapacitor batteries, the main advantage of which, along with lower mass-volume indicators and a much longer service life, is fast charging (10-20 minutes), which allows them to be charged without removing them from the module.

However, the greatest prospects for mass implementation have the so-called electrochemical generators (ECG), which use the chemical energy of the reaction of the “slow” combination of hydrogen with atmospheric oxygen to generate electricity under certain conditions and in the presence of specially selected catalysts. The main advantage of ECG is the high efficiency of converting chemical energy into electrical energy, amounting to about 65%. The operation of the ECG is also characterized by the absence of harmful emissions, noiselessness and a practically unlimited service life. In addition, as is known, the reserves of hydrogen (a source of chemical energy) are inexhaustible and, thus, the operation of ECG is practically provided with fuel anywhere on our planet.

Fig.3. The second section of a promising articulated combat vehicle:

1—automated aircraft gun; 2—armored turret; 3 — periscope; 4 — fighting compartment hatch; 5 — docking device hatch; 6 — driver’s hatch; 7 — machine gun coaxial with a cannon; 8 — antenna hatch; 9 — projectile compartment; 10 — retractable periscope of the fighting compartment; 11 - supercapacitor battery; 12 - electric generator; 13 — onboard radar antennas; 14 — power plant; /5 — exhaust gas filter-neutralizer; /6 - radar station; 17 - radar screen; 18 — rotating operator’s seat; 19—anti-aircraft missile system operator; 20 — lifting device; 21 - missiles; 22 - launcher.

The mass and size of the electric current sources depend on the duration of the autonomous operation of the combat module, as well as on its own mass. Preliminary calculations show that with a total module mass of 25–30 tons and a power reserve of 50–60 km, the required mass of energy sources will be 4–5 tons in the presence of SKA, 2–3 tons of supercapacitor batteries, and an ECG and a buffer battery - 1t, which is quite acceptable from the point of view of military operation of the module. The given figures may vary depending on the nature of combat operations, progress in improving current sources, parameters and transmission design.

One of the fundamental issues in the work “Concept of a Promising Tank” is the feasibility and vital necessity of equipping it with its own (on-board) anti-aircraft missile system (SAM). The air defense system can be placed in the fighting compartment of the second module, instead of the automatic loader, which is equipped with the T-72 and T-80 tanks. Such a complex may include a launcher with an Igla-1 or Strela-2 missile defense system. In the stowed position, the missiles are located in the module body, and the compartment itself is closed from above by an armored hatch with a periscope built into it for visual observation of the air situation. In the combat position, the hatch moves and a launcher with missiles that are installed in the firing position is pulled out into the circular opening in the upper part of the hull (in which the turret was previously located). The air defense system operator monitors the air enemy and, if he appears, opens fire to kill (Fig. 3).

The second section can be made based on the hull of a serial tank, for example the T-72. In the front part of the hull there is an armored turret 2, which houses the driver and an automatic 30-mm aircraft cannon. 1, for example, 2A72, a coaxial machine gun, controls for the power plant of an articulated combat vehicle, as well as situation monitoring devices (during the autonomous movement of the second section).

The air defense system can be equipped with several anti-aircraft missiles. The launcher can be universal and can also be used to launch ATGMs against ground targets.

To detect air targets in poor visibility conditions, to assist the operator in the fighting compartment there is a radar station, on the screen of which the current situation is displayed. Radar antennas are installed on the sides of the upper surface of the housing in special recesses behind radio-transparent casings.

A feature of the power plant is the use of a standard engine (diesel), supplemented by a special generator drive that generates energy to charge the current sources of the first module. The same generator also ensures the movement of the combat module in the articulated position.

Of course, in a small journal publication it is impossible to describe in sufficient detail the design, tactical and technical characteristics and features of the use of a promising articulated combat vehicle. At the same time, we can say with confidence that the developed articulated combat vehicle has the following advantages:

The survivability of the vehicle and the protection of crew members have been increased;

The level of information provided to the crew about the situation on the battlefield has been increased;

Improved environmental safety, etc.

It is worth saying that all these and a number of other positive qualities can be achieved using a significant number of already existing components and assemblies. The design of the vehicle fully fits into the existing technology of factories that produce and repair tanks.

ConclusionThe authors of the article clearly understand the seriousness of the problem raised. In this regard, they invite interested parties, and above all tankers, to take part in a discussion of the range of issues raised. For their part, the authors plan in subsequent articles to give a more detailed description of their vision of the future articulated tank, its main components, systems and mechanisms, trying to take into account as much as possible the achievements of the domestic defense industry, other branches of the military and military forces. Dov of the armed forces. Only in this way, by synthesizing the achievements of military equipment, electronics and computer science, can we find a reasonable way out of the crisis and stagnation of tank production, the curtailment of research and development work, the reduction in the number of tanks in the army, and consequently, the need for tank production in general.

Literature

2. Stepanov A.S. There is no war without losses. Equipment and weapons, No. 5, 2005.

3. Ulanov R.N. Possible ways to improve the combat qualities of a tank. Equipment and weapons, No. 9, 1999.

If you get everyone in the company to understand the urgency of change, you are more likely to see and feel it clearly yourself. Here are a few signs that may indicate this:

Ø People doubt, ask questions and try to convince themselves of the need for change.

Ø Employees are more likely to discuss and clarify the risks associated with maintaining the status quo.

Ø Employees more often discuss what awaits the company in the future, especially long-term.

Ø People began to pay more attention to competitors, the situation in the industry and the economy as a whole.

Ø Working groups begin to analyze the causes of problems.

Ø The company takes additional measures to satisfy consumer requests.

Additionally, use the following questions to determine whether a sense of urgency for change has already been created enough to initiate change.

How do your managers assess the current situation?

Most companies can easily assemble a change team and develop a vision, but they cannot generate widespread support for a change program unless a majority of managers recognize the dangers of continuing with the status quo.

Do the majority of the company's employees support you? For change to maintain its momentum and its results to be sustainable, most employees, perhaps 75% of managers and virtually all senior executives, must be absolutely convinced that major changes are necessary. The main proof of this confidence is action, i.e. what people actually do, and not what they are just planning to do.

A tool for diagnosing the need for change

This tool will allow you to determine the extent to which your company's employees feel a sense of urgency for change. It will also help you identify the obstacles you are likely to encounter during the first stage of your transformation. This diagnostic tool includes two types of questions.

Questions about how your company and its employees operate and behave. In this case, we are talking about the entire company, and not about its individual divisions. Questions relevant to your specific department are specifically marked.

Questions without suggested answers. At the end of the survey, participants can provide suggestions on how to create a sense of urgency for change within the company. Employee opinions will determine the results of the first phase, so it is important not to skip this section of this questionnaire.

To successfully use the questionnaire you must:

Ø distribute the form (assessment tool 1.2) throughout the company to get the opinions of as many people as possible;

Ø ask respondents to answer questions based on their own experience and knowledge of the company;

Ø as can be seen from the instructions attached to the questionnaire, respondents must mark each question from 1 to 6, with 1 meaning “completely disagree” and 6 meaning “completely agree”;

The survey should be conducted confidentially to allow respondents to express their opinions candidly.

Suggestions for improvement

If your score is very low, it seems that creating a sense of need for change in your company will be quite difficult. In addition, you may encounter more general problems related to complacency, fear, and irritation of people. Here are some ways to address issues that prevent you from creating a sense of urgency for change or that create complacency, fear, and dissatisfaction.

Assessment Tool 1.2

Do people feel the need for change?

Directions

Ø Please read each statement and indicate how it applies to your entire company. Answers should reflect your own experience and what you have observed in your company.

Ø Answer the questions using a six-point scale: 1 means you completely disagree with this statement, and 6 means you completely agree. To answer, please tick the appropriate box.

Ø If you don’t know what to answer, check the “Don’t know” box.

Ø Please take the time to review the questions at the end without suggested answers. Your answers to them are extremely important as they will improve the change program.

Ø Answer questions frankly. There are no right or wrong answers and you are guaranteed complete confidentiality.

Calculate the total result

To get subtotals, add up the scores in the columns of the table. Multiply each sum by the number at the bottom of the corresponding column, and then add up the subtotals to get the total result.

What does the overall result mean: 15 points – serious problems, 90 points – no problems. Any score below 60 points indicates a need for improvement.

Feedback without suggested answers

1. Do you feel the need for change? If so, why? If not, why not?

_______________________________

2. What would motivate you to take part in the change?

_______________________________

_______________________________

3. How will changes improve your company's performance?

_______________________________

4. What risks do you see associated with these changes?

_______________________________

5. What could management do to demonstrate that transformation is necessary for the long-term success of your company?

6. What would prevent you from participating in a change program?