Title:
In the era of "pointing fingers and doing the party's work", grassroots cadres are tired of running for their lives, and there are more things to eat than to be practical
In the past, the grassroots level we expected was a place full of vitality and passion, a place where every cadre worked hard and promoted development. However, at present, there is a flood of supervision, which follows everywhere and penetrates. This kind of "supervision", who is doing the work, has become an intriguing question.
On the one hand, grassroots cadres should be the leaders in facing the contradictions in production and revitalizing the countryside. Their time and energy should be invested in development and problem solving. However, the proliferation of supervision has caused grassroots cadres to consume trivial matters related to the superiors, and their own work has been put aside. The supervision at every level and the supervision at every quarter is nothing more than overwhelming the grassroots cadres and reducing them to mechanical executors. Such a situation is not a kind of destruction of the grassroots and a kind of ruthless deprivation of those cadres who are really struggling on the front line.
In short, too much supervision has become a burden to the grassroots, which directly affects their work efficiency and motivation. Supervision should be a kind of supervision, which is to help, summarize and improve the work, rather than pointing fingers, urging rectification, and holding accountable. The trendsetters of the times should understand that the power of motivation is better than accusation, and supervision based on understanding, participation and empathy can truly solve problems and improve the level of work.
Faced with this dilemma, some netizens commented: "At the grassroots level, there are more people who eat than people who work, more people who supervise than people who do things, and more people who guide than people who produce." How does this make people work?How to develop?This kind of question goes straight to the essence of the problem. For grassroots cadres, they are facing an upside-down situation, which makes people feel helpless.
Proper management and leaving space is an important way to solve this problem. Seeking truth from facts is the most fundamental truth, and it is necessary to leave room for the grassroots units to make their own decisions and act independently. It's not about everyone having to be a jack of all trades, it's about giving flexibility in management and giving the grassroots enough room to deal with different situations. The scale of management should be properly grasped, the direction should be pointed out, and the goal should be clear, so that the people who forge ahead can respond flexibly on the way forward, rather than being bound to the execution of machinery. Layers of supervision will only limit the development of the grassroots, so that they lose the space for exploration and innovation, and become an executive machine.
In this process, the balance between regulation and trust is also crucial. Too much trust and a lack of regulation is unsustainable, but it is equally undesirable to regulate across the board without any trust. Human nature has its own objective laws, and appropriate supervision and understanding and trust are the keys to success. If we blindly pursue that everything must be done right, every sentence must be said correctly, and every work must be completed, it is against human nature and disregards the actual situation of people. Only moderation, only seeking truth from facts, and only tolerance and understanding can make people feel respected, and they can work together and move forward bravely.
The wartime method of supervising wars is also an example worth learning from. Intimidation and coercion can only force soldiers to charge, while with the combination of understanding, participation, and empathy, soldiers are more willing to spontaneously engage in battle. Similarly, supervision should be based on understanding, participation, and empathy, by helping to solve problems, learn from experiences, and improve skills, rather than simply by blaming and holding accountable. This way of doing things will only hurt people's hearts, make people feel suppressed, and it will be difficult to generate motivation.
In the trend of this era, we need to follow the people and guide the tide, not move against the tide. The tide is the people, and only by following the direction of the people, guided rather than forced, can we gain lasting support. Back to the essence of the problem, those supervision and inspections that point fingers everywhere should perhaps be put to rest. We need to pay attention to the real needs of grassroots cadres, respect their efforts and innovation, and give them more trust and support, so as to achieve a vibrant and passionate grassroots work environment.
With the development of the times, we have to face up to the problems facing the grassroots in front of us. These problems are not only an imbalance in the management system, but also related to the development direction of the whole society. We can no longer condone the disorderly proliferation of supervision, pushing grassroots cadres into endless coping, and ignoring their true value in rural revitalization and handling of production contradictions.
Grassroots cadres should be organizers and guides, rather than forced to become mechanical executors. Seeking truth from facts, appropriate management, and paying equal attention to supervision and trust are the right ways to lead grassroots development. We need to re-examine the role of the supervisor, not to restrict, but to guide and support. It is through understanding, participation and empathy, rather than simple accusations and demands, that the vitality and creativity of the grassroots can be truly stimulated.
While solving problems, we must respect history and understand the real needs of the grassroots. In the past, the cadres were all people who worked and did things, and their efforts and hard work led to the prosperity of today's country. Nowadays, the human resources at the grassroots level are over-consumed in response to supervision, which is an injustice to them and an obstacle to the long-term development of the country.
Therefore, we would like to call on society to pay attention to the situation of grassroots cadres and give them more understanding and support. Only by allowing grassroots cadres to truly have a voice and allowing them to make decisions and act independently can we achieve real rural revitalization and solve practical problems. No longer let the clouds of supervision hang over the grassroots, but pave a broad road to success for them.
At a time when this problem is serious, what we need is not just criticism, but action. It is the responsibility of the organization and every member of society to promote this reform. Let the grassroots cadres regain their original intentions, get rid of tedious supervision, and return to real work. Only in this way can our country develop sustainably and steadily, and can the grassroots be able to radiate stronger vitality.
Finally, I call on everyone to work together to create a better working environment for the grassroots. Get rid of red tape, let the cadres really do things, do their work, give full play to their professional ability, and promote the progress of society. Let us work together to achieve this goal, so that the grassroots can be revitalized and become the mainstay of national development. The immediate problem is temporary, but our resolve will be eternal. Because our country can only be truly strong if the grassroots are vibrant.