In an enterprise with the workshop as the main body and production as the main business, the organs should not have much to do.
Even if you are busy, you won't be busy all the time.
This raises two questions
When the organs have nothing to do, the leaders and the grassroots will feel that the organs are an eyesore, and the so-called "laziness," "lack of saturation of work," and "inaction" will be evaluated.
Under pressure, the organs have to perform the function of "serving the grassroots" and go to the workshops to find something to do, and the grassroots units will feel that the organs are "interfering with their work" and "blindly commanding."
It can't seem to be very idle, and it can't be busy, so most of the time, the agency has to find some "done, but equivalent to not done" work to maintain the state.
Formalization comes into being.
In fact, formal work is not "toxic", but "moderate".
It is the bottom line to limit formalized work to a specific time and space, not to extend to the grassroots level, and not to affect the normal performance of duties by organs.
Although the formal work itself will attract criticism, I believe that this is the best way to solve the problem.
I'm afraid that I will pay too much attention to formalized work, or even take it away as something that can overwhelm the main business.
To put it bluntly, "formalization" is equivalent to air, just exist quietly, and never over-expand.
Otherwise, everyone will be out of breath.