Why can't good things be done well sometimes ■ PLA Daily reporter Zhang Liang, song Zixun, correspondent Bao Xinzhu There is no way to verify when "doing good" has become a popular saying. But we know that if a sentence can be produced and widely spread, it must hit a hot issue and a reflection of ideas. Well, shouldn't "do good" be like this? Why are many leading cadres talking about it? Today, we invite Li Zhiwei, commander of a brigade of the 80th group army, to visit the "grassroots appointment" and talk about the knowledge of "running good things well". Host Zhang Liang Host: according to the comrades of the brigade authorities, your favorite sentence to them is "do good things well". Why? Li Zhiwei: because some good things are often not done well. If good things are not done well, it will hurt the credibility of the Party committee! Host: so serious? Li Zhiwei: Yes. You think, we use big horns to tell officers and soldiers that there is a "welfare" here, and can be quickly collected. The officers and soldiers come to the heart happily. This "welfare" has been led to a lot of twists and turns, and it is not even twisted. It even costs half a day to finally be told that it can not lead. Can you tell whether the officers and soldiers will be suspicious of our sincerity and make complaints about Tucao? To put it bluntly, good things can't be done well. It's better not to say this "good thing" at the beginning! Moderator: this psychological gap from excitement to disappointment will inevitably turn into distrust of some leaders and organs. So what do you think are the main aspects of "good things can't be done well", or what are the links of "card"? Li Zhiwei: I think the problem mainly lies in two links: front-end planning and end implementation. The specific performance is that when the front-end plans to launch a "good thing", the research is not enough, it is too casual and extensive, and the feasibility is not considered enough or even taken for granted, resulting in that the "good thing" cannot stand, cannot be implemented, or the implementation effect is not good; And the end fell to the other extreme, becoming too cautious and harsh, adding many additional conditions to the "good thing", which made the officers and soldiers feel very inconvenient, so that they would rather give up. Let me give an example of these two links. In the early stage, in order to improve the drinking water quality of grass-roots officers and soldiers, the brigade installed water purifiers for each company, which became a "good thing" for grass-roots officers and soldiers. As a result, the water purifier didn't use long, but it couldn't drink water because the filter element was blocked and the water pressure was not enough. It must be said that the original intention of installing water purifiers for officers and soldiers was good, but there was a lack of demonstration in the front-end planning, and the possible situations were not fully taken into account. As a result, it was unable to deal with the problems after pushing away. There are more examples of end implementation. When I first came to the brigade last year, the government was preparing to comfort officers and soldiers with family difficulties. This is certainly a good thing, but I heard some voice of Tucao, which mainly make complaints about the condolence of gold, which is too much trouble. I still remember the words of one of the soldiers. He said: "we fully understand that applying for sympathy money requires some procedural materials, but does it really need so much and so fine? I'm afraid that when the sympathy money is received, I feel more than warmth, but trouble..." Moderator: why do you think "card" is in these two links? What are the fundamental reasons why good things can not be done well and can not be done in the hearts of officers and soldiers? Li Zhiwei: the fundamental reason lies in the starting point of work. In the front-end planning link, if we don't think out of our hearts and lungs for the sake of officers and soldiers and take all factors into account, but just write it in the summary materials at the end of the year, just to gather the "10 good things" for the grass-roots level, and just based on the good report, we have buried the "seeds" of "good things can't be done well" from the beginning. The end implementation link is even more so. If you think it's your own responsibility, you will naturally have the courage to take responsibility and take the initiative to trouble yourself more and officers and soldiers less; On the contrary, if you think it is a "gift" to the officers and soldiers, you will naturally not consider whether the officers and soldiers are in trouble. I'm afraid the subtext is "the benefits are here and the conditions are here. Don't be afraid of trouble if you want to lead you" Of course, in addition, there are also reasons for the insufficient ability of individual cadres. When they were planning, they saw only trees but not forests. They only thought of "points" but not "lines" and "faces". They underestimated and misjudged whether a good thing was easy to do; At the end of the implementation, the relevant systems and regulations were not thoroughly understood and the actual situation was not deeply understood. Therefore, in order to ensure stability, too high conditions were set and could not be done appropriately. Moderator: we understand that everything we do must meet the requirements of relevant policies and systems. At this time, if we do a good job in explanation in time, we believe that grass-roots officers and soldiers are reasonable. Li Zhiwei: that's right! The explanation itself is respect for grass-roots officers and soldiers. However, this is what many of our cadres lack most in dealing with grass-roots officers and soldiers. When it comes to the root, I still don't realize from the bottom of my heart that in addition to the responsibility of guiding the grass-roots level, organs also have the obligation to serve the grass-roots level. Let's talk about the example of condoning officers and soldiers with family difficulties I just mentioned. After hearing everyone's Tucao, I called the director responsible for the work for "the first time to make complaints about the crime", and it turned out that he was also suffering from a bitter stomach. In order to prevent similar things from happening, he asked for more supporting materials this time because the system was not strictly implemented in previous years. At a subsequent grass-roots forum, I asked the officer to explain the matter to the officers and soldiers. The officers and soldiers were indeed reasonable and expressed understanding one after another. In fact, when dealing with the grass-roots level, the work will be smooth. Otherwise, there will be misunderstandings due to information asymmetry. Moderator: you have worked in the brigade for more than a year and have been focusing on the problem of "running good things well". Now looking back, what is your biggest feeling? Li Zhiwei: the biggest insight is that it is of great benefit to do good things well. Not long ago, I chatted with an organ assistant. He just finished a good thing for officers and soldiers - repairing the family room of the team. He said that the family room was in disrepair for a long time and had many small problems. It was really troublesome to work. But when he tried his best to repair all the houses and saw that the officers and soldiers lived happily with their loved ones and children, his heart was so sweet! He said a word. I think it can be regarded as a "golden sentence". He said: "it's my luck and blessing to do good things for grass-roots officers and soldiers!" Of course, the greatest benefit from doing good things well is combat effectiveness. As soon as the organization gives a good score to the grass-roots officers and soldiers, the officers and soldiers will sweat very much in training and try their best to improve their combat effectiveness. (outlook new era)