Working together from top to bottom is an important guarantee for promoting the development of various undertakings. High-quality development requires strengthened collaboration among departments at all levels to form synergy. However, Ban Yue Tan reporter's research found that in recent years, there have been situations in some places where superiors "distrust" grassroots and grassroots "fail to explain" to their superiors. This trend needs to be reversed urgently.
Being inspected, held accountable, and rectified,
Superiors are "uneasy" about grassroots
During the survey, many grassroots cadres said that in recent years, there has been a tendency for superiors to be "uneasy" about the grassroots at work. A small number of superior departments do not trust the grassroots emotionally and do not understand the grassroots at work. They cannot trust the implementation of policies and are unsure about the tasks assigned to them. The superiors often interfere with the grassroots, and the grassroots are often inspected, held accountable, and rectified.
On the one hand, some unreasonable documents, meetings, inspections, guidance and assistance have exhausted the grassroots.
A grassroots cadre said that with the increasing popularity of modern technological means, video conferencing has now become the norm. Various meetings are always "one pole at the end", requiring all levels to participate. Grassroots cadres may have listened to the same theme meeting several times. . Some cadres reported that three divisions from the same provincial department went to the same county at the same time for investigation, and the county could only receive, accompany, and report one by one. They were worried that if they were neglected, the projects to the county would be delayed for a long time.
Superiors dispatch working groups and service teams to the grassroots, which are supposed to help the grassroots discover and solve various problems in economic development and social and people's livelihood. However, some not only fail to play their due role, but instead become a burden on the grassroots. For example, in order to provide assistance and guidance to the grassroots and promote problem solving, a county has dispatched a permanent working group of more than 30 people. The county must do everything possible to provide thoughtful service to the working group members.
On the other hand, "assessment comes first and accountability follows." The superiors frequently supervise and hold accountable the grassroots, causing grassroots cadres to clearly see the "bottom line, red line, and high voltage line" in their work to prevent "accidentally stepping on a thunderbolt."
Some cadres reported that the current assessment of subordinates by superiors is too detailed, and many assessment rules are led by departments. Each department emphasizes the importance of its own work, incorporates departmental tasks into the assessment system, and uses this to supervise subordinates. The grassroots have to "do everything" , all work must not be vague. If you do not follow the regulations of your superiors, you will be punished if you fail the assessment.
At the same time, there are occasional "fights" between policies and requirements, or there is a mismatch between tasks and policy tool kits. The grassroots have to "selectively" implement or "creately" take on the responsibilities. Sometimes if they really cannot complete the tasks, they have to "do it on time". Choose the one that hits lightly among a bunch of boards."
Not willing to talk, not talking much, not really talking
The grassroots level "does not tell the truth" to superiors
“The grassroots level almost never ‘bargain’ with their superiors.” Respondents said that in some areas, the superiors have “distrust” of the grassroots level, resulting in the grassroots level also having a “non-confidence” mentality towards their superiors, and appearing unwilling to talk or talk more. "No struggle, no resistance, no feedback" phenomena such as unwillingness to really talk.
The first is the worry that "words are useless".
Some grassroots cadres believe that many of the problems existing at the grassroots level are rooted in the above, so it is useless to talk to their superiors. A cadre gave an example. Superiors required the construction of a road to be completed within a short period of time. In addition to various necessary tasks such as design, planning adjustments, bidding, and execution, this work also included hidden tasks such as demolition. As long as one of the households If the demolished households do not agree, they may face administrative reconsideration, administrative litigation or even second instance, which will take more than half a year. When reporting relevant difficulties to superiors, the response is often "If you can't do it, just replace it."
Many grassroots cadres believe that if the problem is reported, it will eventually sink into the sea without any results, and it will be useless after the problem is reported. Some cadres said that in response to some problems and pressures, they had reported the true situation, but after the reports, they had neither funds nor policy support. After repeated reports to no avail, they had to express their determination not to mention the pressure.
The second is the worry that "too much talk will lead to mistakes".
Some grassroots cadres are worried that if they say too much, they will make mistakes, and they will ruin themselves with just one sentence. Banyuetan reporters have written down the relevant issues reported by grassroots cadres many times. However, during the rectification of the problems, some localities and departments believed that "outspoken cadres" had caused chaos to the local area. "Before solving the problem, we must first solve the person who raised the problem." , many cadres who once dared to speak out chose to shut up. A county cadre recalled that relevant provincial and municipal departments went to the county to provide guidance and assistance more than 30 times for a certain period of time. The audit department found that this issue should be included in the audit report. The county party secretary said, "You must not mention this matter, otherwise you will offend the superior department."
The third is the worry that "the point is not right".
There are also grassroots cadres who are limited by their vision and abilities. They want to talk but are unable to do so and cannot come up with solutions. Some grassroots cadres admitted frankly that the new stage of development has increasingly higher requirements for cadres' abilities. Some cadres are limited by their aging age structure, weakened learning ability, and outdated knowledge structure. Their abilities and quality have already fallen behind the requirements of the times and development.
Help the grassroots solve problems more, and be careful about attacking the grassroots
Experts such as Xu Guangjian, a professor at the School of Public Administration at Renmin University of China, and Lu Dewen, a professor at the School of Social Sciences at Wuhan University, said that mutual distrust between superiors and subordinates has resulted in a lack of space and energy at the grassroots level to exert subjective initiative, and it is even difficult to be realistic in the implementation of some work. , and then breed formalism, which in the long run will definitely affect the overall situation of entrepreneurship.
The interviewed experts and grassroots cadres hope to bridge the "trust gap" between superiors and subordinates, open communication channels, work together as one, and form synergy in the same direction.
On the one hand, we believe in the grassroots emotionally and respect the reality at work. Some interviewed cadres said that higher-level departments should effectively change their style of work and change the methods and methods of promoting work. They should conduct in-depth investigation and research before issuing some policies and instructions, respect objective laws and grassroots realities, and especially listen to the actual difficulties and needs of grassroots implementers. Put an end to guidance and assistance that “adds to the chaos without helping” or “does not help”.
On the other hand, we should appropriately loosen ties at the grassroots level so that cadres are no longer timid. Some county party committee secretaries suggested that the rigidity of the implementation of some policies should be appropriately reduced, leaving sufficient room for grassroots officers to start their own businesses, and not micromanaging and demanding perfection. He hoped that there would be less "tightening curses" on the grassroots, especially less harsh criticism of "procedural compliance", as long as If the grassroots can hold on to the bottom line and red line and explore along the correct principles, directions, and rules, let them take the initiative and innovate boldly.
Half Moon Talk Reporter: Sun Liangquan and Chen Guofeng
*This article is the content of the 2024 issue of "Half Moon Talk"