Regardless of the positive and negative, do not mention the name of the director grass roots cadres anonymous interview situation intensified

 Regardless of the positive and negative, do not mention the name of the director grass roots cadres anonymous interview situation intensified

No matter whether the content is positive or negative, dont mention the name

Banyuetan reporter interviewed in an eastern province, randomly found a township cadre to understand the construction of rural cultural facilities. Write down the name and position of this cadre. When we talk about the reporters writing, the local government will discuss it: dont mention the name of the township cadre first, but highlight the local mayor in the manuscript. The reporter cant help but be surprised because this is a positive and typical manuscript. According to the law, the name of the cadre to be interviewed should be written. However, the fact is that even when it comes to positive and typical interviews, there are some grassroots cadres whose names are replaced and anonymous. When reporting on the economic development of a certain place in eastern China, the reporter interviewed several directors of the local bureau of natural resources, the Bureau of culture and tourism. After the interview, the head of the local propaganda department reminded the reporter of banyuetan: try not to appear the name of the director, and change it to the relevant person in charge.

It turned out that the Propaganda Department was worried that individual leaders would have opinions because of the names of the more or less people. Therefore, to be safe, the names of all the leaders did not appear. However, when grassroots cadres are interviewed by the media, especially when it comes to difficulties and problems, they dare not express their opinions openly. Not long ago, the reporter of banyuetan forwarded a report on mixing water with statistical data of a few places in the circle of friends. A county magistrate quickly left a message that its true that the situation at the grassroots level is really the case at the top level. Within a minute, this comment was quickly deleted. In order to protect the interviewees, the reporters of half moon talks tend to respect their anonymous requests. After the publication of the report, many grass-roots cadres praised it one after another, believing that it was written in everyones heart, but few dared to forward it in the circle of friends. Some cadres would delete some comments on the occasion in case someone would take the seat. However, when the reporter of the semi monthly talk meets the anonymous interviewees again after a period of time and asks about the original pain points and how the problem has been solved, they often get a frustrated answer that it is not the same as in the past. In this way, a new kind of governance paradox is gradually formed: the more problems need to be solved, the more anonymous reflection is needed; the more anonymous reflection is, the more difficult it is to solve the problems timely and effectively. If things go on like this, long live cadres will make complaints about the helpless, or even long live the Buddha system.


Anonymity of cadres reflects two dilemmas of grassroots governance

When interviewed, cadres, especially grass-roots cadres, often want to hide their names and call themselves relevant cadres or relevant staff members; there are also some grassroots cadres whose names have been replaced. Either active or passive anonymity reflects the two dilemmas of current grassroots governance.

The first is the generalization of accountability and the fear of being held accountable. Giving advice is like spitting in the wind, spitting on your face. A grass-roots cadre said helplessly that when faced with problems, the people who put forward opinions are likely to become Jieguo Xia, and those who reflect the problems will solve the problems. Once the problems reflected by naming cause concern, the parties and relevant responsible persons will inevitably be held accountable, and face the risk of accountability generalization and aggravation. When a leader in charge of the central government was not responsible for the incident, he was criticized by the local leaders for not being responsible for the incident. Some grass-roots cadres said that the same problem can be rectified after the internal inspection of the unit is found; the problem is poked to the higher authorities, and the investigation team leads to that the cadres who reflect the problem are easy to hang up because they expose their family scandal; once it is reflected in the media and causes social concern, the primary task is to deal with public opinion, and the rectification has become a secondary task, and the cadres involved may be punished in a light way, or dismissed if they are serious Official removal. It has become a way that grassroots cadres do not want to choose. Second, the evaluation mechanism is not perfect, willing to be replaced. When making achievements, most of the local governments stressed that it is the result of leaders attention and concern at all levels, strong leadership ability and so on. When asked what work they had done, ordinary cadres waved their hands one after another, we are a worker, not worth mentioning, dont write my name.. Some grassroots cadres said that due to the lack of daily assessment and evaluation standards, good or bad work depends on the evaluation of the main leaders. In our work, we should not seize the leaderships limelight, but also do everything possible to count all the credit to the leader and honor the leader. Wang Zhongwu, a sociology professor at Shandong University, said that the anonymity of grassroots cadres would easily dampen their enthusiasm for entrepreneurship. It is obvious that they have completed the work themselves, but they have done the same thing in the work summary or external publicity, which will easily make the cadres cold hearted.

In addition, some grass-roots cadres have also said that everything in a step-by-step way means waiting, relying and demanding. Behind some brilliant achievements, it is not ruled out that they have stepped on the red line of policy. The grass-roots cadres are well aware of the causes of the matter, and even personally participate in the possible violations. Once the positive examples fail to stand the test of time and problems are exposed afterwards, the participating cadres are not to blame.


Xing Yuan, a sociology professor at Shanxi University, and other interviewed experts said that no matter whether they are afraid to be named when reflecting problems, or those who highlight the role of leadership should be replaced. We should not turn a blind eye to the phenomenon of anonymity. We should take targeted measures to strengthen the construction of grassroots governance capacity on the basis of in-depth analysis of the crux.

On the one hand, the grass-roots units should establish the correct concept that the foothold of reflecting problems is to solve problems. For the universal problems, all localities should take the initiative to take corresponding positions, strengthen the investigation and research, and find out the current situation of their own departments in their own regions, instead of dealing with them urgently when specific problems are exposed. Not long ago, a municipal public institution in the central region changed the way of face-to-face listening to opinions and suggestions. It took an anonymous way to launch a questionnaire survey internally to collect opinions and suggestions from cadres and workers for inspection and rectification. This method has been widely praised by employees. On the other hand, when the superior arranges work tasks, either they already have specific requirements, and some documents are even directly managed by cooperatives and villagers groups. In addition to the implementation of documents, there is not much room left for the grass-roots units; or there are policy blind spots, and the grass-roots need to break through the existing regulations to explore, but this also lays a hidden danger for stepping on the red line, attributing the credit to the leaders and taking responsibility at the same time Any and sent it. Experts suggest that grassroots cadres are the participants and practitioners of grassroots governance. While implementing various policies and measures, grassroots cadres should be encouraged to carry out their work creatively according to the actual situation. While emphasizing the result orientation, we should improve the evaluation in the process, so that the grassroots cadres can have more sense of gain.

(function(){( window.slotbydup=window .slotbydup||[]).push({id:u5811557,container:ssp_ 5811557, async:true }Source of this article: Yang Qiang, responsible editor of upstream news_ NN6027