Eat alone | you can't make do with eating alone. Be a happy cook!
On the first working day after the festival, Be nice to yourself! “What do you eat alone?” A person should not only consider what to eat today, How much to prepare, How many dishes, how large, I’m afraid there will be more waste and less food. Just like one piece of instant noodles is not enough, two pieces are not enough, Probably most of the food, Worldwide problem! Of course, the problem is up to you, I’m a trendy girl who solves problems for the majority of food, I’ll tidy it up for you t...
Deyue won three consecutive reversals and advanced to the men's singles finals of the tour for the 1…
Djokovic won three consecutive reversals and ushered in his first final of the season On April 23, Beijing time, the men’s singles semi-finals were competed in the 2022 atp250 Serbian open. Djokovic, the two time champion and the world’s No. 1, performed a good reversal for three consecutive games, beating the No. 3 seed Kachanov 4-6 / 6-1 / 6-2. He won three consecutive victories for the first time this season and ushered in his first final in 2022. Djokovic, who will play the championship g...
The Australian became the general manager of China public fund company!
Wen Wujun Another fund company announced a change of command. Less than two months after the former general manager left office, pioneer Fund announced on February 23 that Wong Leah Kuen was appointed as the new general manager of the company. It is worth noting that not long ago, 34.21% equity of pioneer fund just completed the judicial auction, and Duoyuan, who participated in the establishment of bluestone asset management, won the equity with 110 million yuan. Since this year, the total n...
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Eat alone | you can't make do with eating alone. Be a happy cook!
On the first working day after the festival, Be nice to yourself! “What do you eat alone?” A person should not only consider what to eat today, How much to prepare, How many dishes, how large, I’m afraid there will be more waste and less food. Just like one piece of instant noodles is not enough, two pieces are not enough, Probably most of the food, Worldwide problem! Of course, the problem is up to you, I’m a trendy girl who solves problems for the majority of food, I’ll tidy it up for you t...
Deyue won three consecutive reversals and advanced to the men's singles finals of the tour for the 1…
Djokovic won three consecutive reversals and ushered in his first final of the season On April 23, Beijing time, the men’s singles semi-finals were competed in the 2022 atp250 Serbian open. Djokovic, the two time champion and the world’s No. 1, performed a good reversal for three consecutive games, beating the No. 3 seed Kachanov 4-6 / 6-1 / 6-2. He won three consecutive victories for the first time this season and ushered in his first final in 2022. Djokovic, who will play the championship g...
The Australian became the general manager of China public fund company!
Wen Wujun Another fund company announced a change of command. Less than two months after the former general manager left office, pioneer Fund announced on February 23 that Wong Leah Kuen was appointed as the new general manager of the company. It is worth noting that not long ago, 34.21% equity of pioneer fund just completed the judicial auction, and Duoyuan, who participated in the establishment of bluestone asset management, won the equity with 110 million yuan. Since this year, the total n...
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How to “reduce the burden” on the grass-roots level during the epidemic
■ column
To solve the pressure and dilemma faced by the grass-roots level, we need to make an issue of burden reduction, exemption, power and empowerment.
According to banyuetan, during the epidemic prevention and control period, some grass-roots organizations faced the heavy pressure of “both, and, and” assessment, resulting in heavy and complex grass-roots tasks, overwhelmed by grass-roots cadres, and the effectiveness of grass-roots governance needs to be improved. In fact, since the CPC Central Committee took 2019 as the year of grass-roots burden reduction, the grass-roots burden has decreased significantly in recent years. However, some targets and tasks that have been changed and added by ingenious means still make some grass-roots units face a dead cycle of “reducing but increasing, only increasing but not decreasing”. Especially during the epidemic prevention and control period, problems such as overweight at all levels and one size fits all have emerged one after another and repeated prohibitions. It has something to do with the heavy assessment pressure of “both, and, and”.
The “pressure system” has made some grass-roots units “angry at both ends”
China’s grass-roots governance is described by some scholars as a “pressure system”. This top-down target task is sent down from layer to layer, which accumulates and forms pressure at the grass-roots level, resulting in tension between cadres and the masses, and even affecting the stability of the grass-roots level.
In the past, we emphasized economic construction as the center, and governments at all levels carried out assessment and evaluation around the central work. Grass roots governance has strong targeting. In recent years, high-quality development and people-centered governance have increasingly become the main theme of grass-roots governance, but this has led to the complexity, conflicts and even contradictions of multi-objective tasks, and some grass-roots cadres are difficult to adapt to new problems.
Liu Shangxi, President of the Chinese Academy of financial Sciences, once pointed out that the government should enhance predictability in formulating policies and avoid synthesis fallacies and decomposition fallacies. The so-called “synthetic fallacy” means that the policies of various departments are reasonable, but when they are superimposed together, there will be problems. “Decomposition fallacy” refers to the problem of layer upon layer overweight and policy aliasing after the policy is decomposed step by step. These problems are reflected in governments at all levels, but they are most prominent at the grass-roots level.
This arrangement of conflicting objectives has put some grass-roots units in a dilemma. They can only arrange their work according to the priorities of objectives and tasks, and are often tired of coping. In this case, the autonomy of grass-roots work is seriously squeezed, and the sense of acquisition and work efficiency of grass-roots cadres are also significantly reduced. At the same time, some unreasonable and even excessive rigid tasks also make some grass-roots cadres often become “rats in the bellows” and “angry at both ends” between superiors and the people.
“Four hand bomb” to crack the “clich é” of grass-roots problems
In order to promote the modernization of grass-roots governance and solve the current difficulties faced by some grass-roots cadres, we need to “combine four hands” -- make an article on burden reduction, exemption, power and empowerment. On the one hand, we should reduce the burden on the grass-roots level and reduce the responsibilities of the grass-roots level, so that grass-roots cadres can go to battle with light gear; On the other hand, we should enhance grass-roots power and increase efficiency through digital empowerment, so that grass-roots organizations have the ability to promote grass-roots governance.
First of all, we should further consolidate the achievements in reducing the burden on the grass-roots level in recent years and avoid a resurgence of the burden on the grass-roots level. Some higher-level tasks often return to the grass-roots level in a new face, and even move from formal to informal in order to avoid supervision. We should control the hands of government departments at all levels reaching out to the grass-roots level, standardize the rights, responsibilities and interests between superiors and subordinates, and gradually realize the listing of grass-roots work objectives and tasks. Avoid grassroots cadres falling into the quagmire of filling in various forms and information transmission.
Secondly, at present, grass-roots governance is mainly one-way accountability. In the future, we should strengthen reverse accountability and realize two-way interaction of grass-roots accountability. Government departments at higher levels should also assume the necessary responsibilities to avoid “throwing the pot” at the grass-roots level. For grass-roots governance, we should also establish and improve the exemption mechanism to avoid the alienation of accountability pressure into the motivation of avoiding responsibility, resulting in simple and rough grass-roots governance phenomena such as overweight at all levels and one size fits all.
Moreover, we should further promote the reform of “decentralization, management and service”, especially strengthen the simplification of administration and decentralization at the grass-roots level. If we only assign tasks and responsibilities, but do not invest resources and delegate power, the grass-roots level will suffer from the embarrassment of no one, responsibility and power.
Finally, we should continue to empower the grass-roots level, especially accelerate the digital transformation of grass-roots governance, so as to avoid falling into “crowd tactics”. Through digital empowerment, a large number of repetitive and transactional work can be solved in batches automatically, and grass-roots cadres can free up their hands to pay more attention to the problems that need to be solved by giving full play to their talents and through the interaction between cadres and the masses.
In fact, the above-mentioned problems faced by grass-roots governance can be described as “commonplace”. The reason why these problems still occur repeatedly today has a lot to do with the inconsistent understanding, inadequate implementation and incomplete supervision of relevant parties. To solve this series of problems, we need to effectively promote the modernization of grass-roots governance system and governance capacity, especially to clarify the bottom line of grass-roots governance and avoid government departments taking the lead in shirking their responsibilities beyond their authority.
At the same time, we should also strengthen the construction of the national grass-roots governance policy base, case base and problem base, accumulate experience and practices that can be replicated and popularized in all localities, make them the yardstick of grass-roots governance, and avoid repeated mistakes.
□ Ma Liang (scholar)
Comment submission mailbox: shepingbj@vip.sina.com xjbpl2009@sina.com
How to “reduce the burden” on the grass-roots level during the epidemic
■ column
To solve the pressure and dilemma faced by the grass-roots level, we need to make an issue of burden reduction, exemption, power and empowerment.
According to banyuetan, during the epidemic prevention and control period, some grass-roots organizations faced the heavy pressure of “both, and, and” assessment, resulting in heavy and complex grass-roots tasks, overwhelmed by grass-roots cadres, and the effectiveness of grass-roots governance needs to be improved. In fact, since the CPC Central Committee took 2019 as the year of grass-roots burden reduction, the grass-roots burden has decreased significantly in recent years. However, some targets and tasks that have been changed and added by ingenious means still make some grass-roots units face a dead cycle of “reducing but increasing, only increasing but not decreasing”. Especially during the epidemic prevention and control period, problems such as overweight at all levels and one size fits all have emerged one after another and repeated prohibitions. It has something to do with the heavy assessment pressure of “both, and, and”.
The “pressure system” has made some grass-roots units “angry at both ends”
China’s grass-roots governance is described by some scholars as a “pressure system”. This top-down target task is sent down from layer to layer, which accumulates and forms pressure at the grass-roots level, resulting in tension between cadres and the masses, and even affecting the stability of the grass-roots level.
In the past, we emphasized economic construction as the center, and governments at all levels carried out assessment and evaluation around the central work. Grass roots governance has strong targeting. In recent years, high-quality development and people-centered governance have increasingly become the main theme of grass-roots governance, but this has led to the complexity, conflicts and even contradictions of multi-objective tasks, and some grass-roots cadres are difficult to adapt to new problems.
Liu Shangxi, President of the Chinese Academy of financial Sciences, once pointed out that the government should enhance predictability in formulating policies and avoid synthesis fallacies and decomposition fallacies. The so-called “synthetic fallacy” means that the policies of various departments are reasonable, but when they are superimposed together, there will be problems. “Decomposition fallacy” refers to the problem of layer upon layer overweight and policy aliasing after the policy is decomposed step by step. These problems are reflected in governments at all levels, but they are most prominent at the grass-roots level.
This arrangement of conflicting objectives has put some grass-roots units in a dilemma. They can only arrange their work according to the priorities of objectives and tasks, and are often tired of coping. In this case, the autonomy of grass-roots work is seriously squeezed, and the sense of acquisition and work efficiency of grass-roots cadres are also significantly reduced. At the same time, some unreasonable and even excessive rigid tasks also make some grass-roots cadres often become “rats in the bellows” and “angry at both ends” between superiors and the people.
“Four hand bomb” to crack the “clich é” of grass-roots problems
In order to promote the modernization of grass-roots governance and solve the current difficulties faced by some grass-roots cadres, we need to “combine four hands” -- make an article on burden reduction, exemption, power and empowerment. On the one hand, we should reduce the burden on the grass-roots level and reduce the responsibilities of the grass-roots level, so that grass-roots cadres can go to battle with light gear; On the other hand, we should enhance grass-roots power and increase efficiency through digital empowerment, so that grass-roots organizations have the ability to promote grass-roots governance.
First of all, we should further consolidate the achievements in reducing the burden on the grass-roots level in recent years and avoid a resurgence of the burden on the grass-roots level. Some higher-level tasks often return to the grass-roots level in a new face, and even move from formal to informal in order to avoid supervision. We should control the hands of government departments at all levels reaching out to the grass-roots level, standardize the rights, responsibilities and interests between superiors and subordinates, and gradually realize the listing of grass-roots work objectives and tasks. Avoid grassroots cadres falling into the quagmire of filling in various forms and information transmission.
Secondly, at present, grass-roots governance is mainly one-way accountability. In the future, we should strengthen reverse accountability and realize two-way interaction of grass-roots accountability. Government departments at higher levels should also assume the necessary responsibilities to avoid “throwing the pot” at the grass-roots level. For grass-roots governance, we should also establish and improve the exemption mechanism to avoid the alienation of accountability pressure into the motivation of avoiding responsibility, resulting in simple and rough grass-roots governance phenomena such as overweight at all levels and one size fits all.
Moreover, we should further promote the reform of “decentralization, management and service”, especially strengthen the simplification of administration and decentralization at the grass-roots level. If we only assign tasks and responsibilities, but do not invest resources and delegate power, the grass-roots level will suffer from the embarrassment of no one, responsibility and power.
Finally, we should continue to empower the grass-roots level, especially accelerate the digital transformation of grass-roots governance, so as to avoid falling into “crowd tactics”. Through digital empowerment, a large number of repetitive and transactional work can be solved in batches automatically, and grass-roots cadres can free up their hands to pay more attention to the problems that need to be solved by giving full play to their talents and through the interaction between cadres and the masses.
In fact, the above-mentioned problems faced by grass-roots governance can be described as “commonplace”. The reason why these problems still occur repeatedly today has a lot to do with the inconsistent understanding, inadequate implementation and incomplete supervision of relevant parties. To solve this series of problems, we need to effectively promote the modernization of grass-roots governance system and governance capacity, especially to clarify the bottom line of grass-roots governance and avoid government departments taking the lead in shirking their responsibilities beyond their authority.
At the same time, we should also strengthen the construction of the national grass-roots governance policy base, case base and problem base, accumulate experience and practices that can be replicated and popularized in all localities, make them the yardstick of grass-roots governance, and avoid repeated mistakes.
□ Ma Liang (scholar)
Comment submission mailbox: shepingbj@vip.sina.com xjbpl2009@sina.com
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