The aim of this study is to present theoretical propositions for structuring the various ways that Brazilian Navy personnel perceive and experience a particular phenomenon called Perceived Organizational Support (POS) inside the naval military work environment. The Phenomenographic research framework was used due to its capability to improve comprehension about the phenomena and the variation in ways people experience it in their world (MARTON, 1981; MARTON; BOOTH, 1997a; SANDBERG, JORGEN, 2000a). For the study, 29 in-depth interviews were undertaken, with Officers and Petty Officers (from Chief Petty Officer to Master Chief Petty Officer of the Navy) from Brazilian Navy, that gave origin, after analysis, to an Outcome Space Map. The conceptions arise from data point that POS is, for the Brazilian Navy personnel, centered in an structural element forming a hard core (due to perceptions about the structures of well being at the disposal of the personnel, there included health, social assistance, food, comfort, among others); after that, POS makes salient the interaction with direct leadership (centered in officers rank); and, after, POS makes salient the interaction with higher leadership (High level, like Admirals) and their decisions; and, finally, POS set eyes to organizational practices (positives, like recognition or even negatives, like shadow practices (those practices not well recognized by the Navy). The conceptions, from the deepest to the wide-ranging, were: Deep Structured POS; Relational POS Chief-Individual; Relational POS Admirals-Individual; and, Organizational Practices POS. The methodology revealed the variation in ways Brazilian Navy Personnel Perceived the Organizational Support, and showed how a Deep Structured identification process make them protect the hard core from other interactions (Boss, high level administration, or the organizational practices) ou others influence areas (like, from the own person (family or its origins); their peers; the own Military Organization; their boss; or, even, the Brazilian Navy). From the phenomenography we uncover the different ways of experiencing POS(EISENBERGER et al., 1986), and from the Identity Theory (ASHFORTH; MAEL, 1989; EDWARDS, 2005; ASHFORTH et al., 2008) we learned about Deep Structured Identification (DSI) to understand the process of Identification conducted by the Navy during all career using legal methods (from the formation and from the use of rules and regulations) and dark methods (like threatening, pressures, or extreme situations submission). This DSI, labeled doctrination, injects enough fuel to keep the Sacred Flame of Navy traditions on and, at the same time, creates a protection barrier in the individual against bad perceptions attacking the Navy. This finding is specially important to POS due to its suggestions that the perceptions of the individuals, in organizations that adopts Deep Structures Identification processes, are constantly reinforced and protected against bad influences from different origins (boss, high level, or organizational practices).