"At the same theme meeting, grassroots cadres listened to it several times. "It is difficult for grassroots cadres to give feedback upwards, but in exchange for 'if they can't do it, they will be replaced'. "In the face of the pain points and difficulties in grassroots governance, we should have unblocked communication channels, worked together to form a joint force in the same direction, but in the actual process, it was deformed, and there was a situation where the superiors "did not trust" the grassroots and the grassroots "did not give the bottom" to the superiors. Many grassroots cadres said that in recent years, the work has shown that the superiors have a tendency to be "not at ease" at the grassroots level. A small number of higher-level departments do not trust the grass-roots level emotionally, do not understand the grass-roots level in their work, cannot trust the implementation of policies, and do not feel at ease in the assigned work, and the higher-level departments often stick a rod into the grass-roots level, and the grass-roots level is often in a state of being inspected, held accountable, and rectified.
On the one hand, some unreasonable documents, meetings, inspections, guidance and assistance have exhausted the grassroots. On the other hand, "the assessment is pressed first, and accountability is followed behind", and the superiors frequently supervise and hold accountable the grassroots, resulting in grassroots cadres being tied to their work and not daring to innovate, so as to prevent "stepping on thunder if they are not careful".
The grassroots hardly 'bargain' with their superiors. Some grassroots cadres said that the superiors in some areas have "distrust" of the grassroots, resulting in the grassroots also having a "no confession" mentality to the superiors, and there is a phenomenon of "no struggle, no struggle, no feedback" such as reluctance to talk, reluctance to talk more, and reluctance to really talk.
The phenomenon of mutual distrust between superiors and subordinates leads to the lack of autonomy at the grassroots level, and also restricts the play of subjective initiative to a certain extent, which in turn breeds formalism. In the long run, it will inevitably affect the overall situation of entrepreneurship.
How to bridge the "trust gap" between superiors and subordinates has become a key issue for the majority of grassroots cadres to worry about and look forward to. On the one hand, all departments at higher levels should conscientiously change their work style and change their ways and means of promoting their work, emotionally believe in the grassroots, respect the reality in the work, listen more to the actual difficulties and needs of the grassroots executives, and put an end to the guidance and assistance of "adding chaos and not helping" and "helping to do nothing". On the other hand, it is necessary to appropriately reduce the rigidity of the implementation of some policies, and leave enough room for grassroots officials to start businessesDon't blame everything in detail, blame for everything, recite the "mantra of tightening" to the grassroots less, and appropriately loosen the constraints on the grassroots level, so that cadres are no longer afraid of the head and tail.
As the frontline of people's livelihood security, the grassroots frontline is the key force for policy implementation, and at the same time, it is the cornerstone of national governance.
Working together is an important guarantee for promoting the development of various undertakings, and high-quality development requires all levels and departments to strengthen cooperation and form a joint force. **Half Moon Talk WeChat***
Editor: Hu Mengyuan.
Proofreading: Xu Yan.
Review: Xia Xiangzhou.
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