Half Moon Talks Commentator Sheng Li
In the sixth year of the work of rectifying formalism and reducing the burden on the grassroots, from establishment to development and from grasping points to leading areas, gratifying changes have been brought about in ideological concepts, work styles, and the relationship between the party and the masses and between cadres and the masses. At the same time, however, some new variants and trends of formalism are still plaguing the grassroots. In the final analysis, it is necessary to break the inherent stereotypes that exist under the surface of various forms of formalism and avoid discounting measures to reduce the burden on the grassroots.
Formula 1: The habit of issuing tasks is increased layer by layer
In order to promote a certain work, higher-level departments will issue specific targets and tasks, and some localities will increase the number of grassroots cadres in the name of combining them with the actual conditions of the grass-roots units. The increase at all levels actually reflects the simplification and utilitarian tendency in the process of superior incentive assessment, which can easily lead to the grassroots level in order to seek speed and innovation, and change in the implementation. The author understands that in order to ensure peace and promote harmony, a certain province requires "six non-occurrences", and under the layer of increases, the municipal level becomes "eight non-occurrences", and when it comes to township streets, it has evolved into requiring villages (communities) to "ten non-occurrences", and some places even require the creation of lawsuit-free villages (communities). The right to sue is a citizen's right, and this form not only increases the burden on the grassroots, but may be counterproductive.
Formula 2: The habit of holding a meeting is conveyed layer by layer
In some provinces, in order to allow the grassroots to thoroughly understand the spirit of the meeting, cadres from townships, towns, and villages will participate in the meeting. The provincial meeting was held, and in order to show the importance attached to the implementation of the spirit of the meeting, the county and township levels should also convey it in the light of reality. For the same work meeting, village cadres may have to attend three or four times, and "implementation at all levels" has become a meeting at all levels. Some communication meetings are actually "statement meetings", and if the subordinates do not hold a meeting, it is easy for the superior leaders to mistakenly think that they do not attach importance to this work. Recently, when a province held a first-quarter economic situation analysis meeting, it was made clear that where the provincial party committee has held a video conference at the county level, cities and counties should not hold meetings at all levels to convey it, and relevant practices are worth promoting in other fields and regions.
Formula 3: The inspection work is simplified into verification data
When some higher-level departments inspect the front-line at the grass-roots level, they do not go to the scene and attach importance to direct communication with the people, but are accustomed to reading information, listening to reports, and scoring on the basis of written impressions, which has become a fixed way for some higher-level departments to inspect at the grass-roots level. In the end, whether the evaluation results are good or not depends on whether the materials are thick or not. The author has learned that when a provincial leader went to a town comprehensive management center and other places to inspect the work, he made it clear that he could not simply use this as a basis for inspecting the work in a town comprehensive management center and other places, and he made it clear that he could not simply use this as a basis, but should pay attention to the methods and mechanisms for inspecting the evaluation of the local masses.
Formula 4: Research and supervision habits are "arranged"
Due to the tight time and unfamiliar route, some leaders are accustomed to taking the route and research supervision points arranged by the grassroots during research, but this is also easy to breed bureaucracy and lead to one-sided "landscaping" at the grassroots level. The author once followed a provincial leader to investigate, and he respected the route arranged by the local government, but in the selection of research points, he would temporarily subtract a few points, and asked to accompany the researchers to choose new research points along the road, especially in places where negative public opinion has occurred. In this way, we not only respect the grassroots, trust the grassroots, do not toss the grassroots to change the route at will, but also see the real situation, which is a good strategy for research and supervision.
Formula 5: The assessment indicators are too frequent and too detailed
Daily analysis, daily research and judgment, daily reporting, and hundreds of assessment indicators have made some grassroots cadres overwhelmed, worried all day long, and finally scratched their beards and eyebrows. Behind the excessive frequency and detail of the assessment, it reflects the distrust of some higher-level departments at the grassroots level, and the lack of methods and grasps in the implementation of daily work communication. When a province evaluates the annual safety construction work of prefectures and cities, it stipulates that more than 30 indicators that can be seen and felt by the masses are assessed, and there is no specific number of places for excellent and unqualified, and those who reach more than 90 points can be evaluated, and those who do not have major cases are not rated as unqualified. The author believes that for the work of social security and production safety, it is necessary to guide the grassroots to build a solid bottom line and avoid deliberately raising the "satisfaction"; In areas such as economic development and cultural exchanges, it is necessary to stress more principles and give more directions, and avoid tying the hands and feet of the grassroots units with excessively detailed and excessive rules.
Formula 6: Reporting and complaining is easy to "listen to and believe"
In order to collect clues on violations of discipline and law, and to strengthen supervision and management of the work of grass-roots units and cadres, most of the higher-level organs have opened up channels for complaints and reports. For example, the 12337 reporting platform has received more than 200,000 clues of various kinds, and many underworld criminal organizations, gangs and their protective umbrellas have been defeated based on these clues. However, in the report clues, there are many false contents, and even malicious attacks and retaliation, which requires the clue handling personnel to enhance their ability to screen and judge, rather than investigating and assigning them in a hurry, especially if they are written into the report as a negative example, it is necessary to find out the ins and outs and the truth of the facts, and not let the person in charge of the officer suffer "injustice". For example, Yunnan and other places are exploring the establishment of a joint investigation and joint handling mechanism for problem leads, and in response to different situations such as spreading rumors and malicious reports, adopting different forms of punishment in a targeted manner, and using the system chain to root out the root cause of false accusations.
Formula 7: Accountability is too broad and too strict
When promoting grassroots work, some higher-level organs believe that "it is better to shout than to beat the board" and to hold accountable and hold accountable whenever there is a problem, causing some grassroots cadres to tremble and become even more physically and mentally tired, and some grassroots cadres are worried that the more they do, the more mistakes they will make, so they simply do nothing. The rush to accountability may be behind the fear of being responsible, and it is impossible to replace governance with accountability, and the board is "beaten up". The author once worked in a prefecture and city, where accountability matters were handled strictly in accordance with the party's disciplinary regulations and other central policies and regulations, and the local party committees and governments did not arbitrarily set new accountability indicators, and did not turn over the old historical accounts and did not pursue the responsibility of the grassroots level for the fact of established violations caused by lax supervision.
Formula 8: Overtime and overwork are becoming the norm
Some grassroots cadres frankly admit that holidays have become "days of suffering" for comrades on duty. It is very necessary for the political, legal, public security, and traffic police departments to take turns on duty, but if the editorial office, party history, and some mass organizations "follow the trend" on duty, there may be a suspicion of formalism. Some cadres said that when they were on duty on holidays, they only received calls from leaders to check their posts, but could not receive calls from their work. There are also some grassroots units that exaggerate overtime or even work overnight, which is necessary in the face of urgent, difficult, dangerous and heavy tasks, but should not become the norm of work. If we ignore the right of grassroots cadres to rest, it will inevitably encourage "foreign workers" to a certain extent. It has been learned that Xinjiang and other localities have been investigating unnecessary overtime work and effectively returning the right to holidays and rest to grassroots cadres.
Source: "Half Moon Talk" Issue 10, 2024
Editor: Sun Wenhao