Is there something fishy about it? Grassroots cadres and the masses need to bridge the trust gap, half a month of discussion: unsatisfactory
"They have connections," "they operate privately," and "they have some tricks." Half month Talk reporters found in grassroots interviews that some people often hold a distrust attitude towards rural cadres when talking about public affairs in the village. In fact, many times this is not the case. Rural cadres naturally feel aggrieved, thinking that they have put in a lot of effort and effort to do their work, and in the end, they will not be able to do well. Why is there such a cognitive gap? How can we bridge the trust gap between grassroots cadres and the masses?
Is it true that "relationships" are causing trouble when things fail?
In a place in the southwest, about 20 mu of collective land in a village was included in the scope of expropriation because of the need to build a second-class highway in the county. However, some villagers disagreed with the township government and the village committee on the compensation distribution scheme for land expropriation.
The distribution plan announced by the township government states that after discussion and approval by representatives of the masses, 80% of the compensation for land acquisition will be distributed to the accounts of farmers on the expropriated land, and the remaining 20% will be distributed to collective accounts. This plan has caused dissatisfaction among some villagers, who believe that some of the people who have signed and agreed to the plan have been replaced by fake signatures. They have also collected a document with some villagers signing and signing, expressing opposition.
"It must be the village party branch secretary colluding with township cadres in private, claiming to represent the villagers and engaging in fraud." Some villagers firmly believe that there is something fishy involved. Township government staff feel very wronged. "The village only determines that the compensation fee for young crops should be paid to the land operator, and the distribution of other compensation fees is determined by the village. After a dispute arises, if villagers obstruct the construction, the township government will participate in coordination." said a township government leader.
The communication between the two parties was unsuccessful, and the relevant departments of the higher-level government could only intervene. After investigation, it was confirmed that the distribution plan previously announced by the township government did indeed receive the consent of the majority of villagers, and there were no issues related to the transfer of benefits. Villagers who held objections had nothing to say in the end. This round of tinkering not only increased the workload of grassroots cadres, but also delayed the progress of the project.
Similar cases are not uncommon at the grassroots level. Half month talk reporters found during visits that when it comes to matters such as interest distribution, dispute resolution, and policy enjoyment, if their psychological expectations are not met, some people may easily speculate that grassroots cadres are friendly and seeking personal gain. Grassroots cadres believe that some people are biased by "fixed thinking", making it difficult for them to justify themselves and "lying down with guns" for no reason.
Where does the trust gap come from?
In recent years, with the continuous deepening of comprehensive strict governance of the Party, the standardization level of grassroots affairs has been continuously improved, and the space for disorderly behavior has been greatly reduced. Why do some people still lack trust in grassroots cadres? One of the important reasons is the incorrect working style.
On the one hand, some grassroots cadres often go to the countryside less, communicate less with the masses, are not familiar with each other, and naturally do not easily gain trust when encountering problems. Some grassroots cadres have said that township and village cadres are currently busy with various tasks, with little interaction and understanding of the people's thoughts and expectations. The people also do not know what town and village cadres are doing all day, resulting in some grassroots cadres being busy but unable to gain their understanding.
On the other hand, some grassroots cadres are influenced by "parental thinking" and handle problems crudely, with strong communication methods: "I have fought countless ways to win this project, do you have any opinions?" "If you don't sign, there's nothing left!" The result may be "cadres feel that the people are not obedient, and the people think that cadres are not obedient.".
"Some town and village cadres have good intentions and starting points, but lack communication and coordination with villagers in their work. They believe they have done practical things and good deeds, but the masses do not accept them, and even bring new conflicts," said the principal of a county party school in North China.
A township cadre in a certain county in the north said that some village cadres have a calm attitude of "less is better than more" when facing the complex rural work. Some contradictions may seem resolved, but due to improper work methods, all parties involved are dissatisfied, and risks and hidden dangers are hidden.
Hesitation and hesitation inevitably arouse suspicion among the masses
Some grassroots cadres have a low understanding and grasp of the new policy, and their handling methods are not appropriate, which can easily lead to public questioning.
"In recent years, the main focus of the conflict in our township has been the dispute over forest and land rights." A township cadre said that some historical legacy issues have led to inconsistencies between the owners of forest or land management rights and their actual cultivation scope. It is often found that the property rights certificate specifies one slope, and the actual cultivation is on another slope. Once this situation involves land acquisition compensation, it is very easy to cause conflicts.
"Some policy documents are both professional and specific, and some disputes involve legal provisions that I don't quite understand." A village branch secretary who has been in office for 10 years said that many village cadres have not fully kept up with the pace of the new era, and their abilities are clearly different from the requirements of rural revitalization.
"I have found that some cadres are hesitant and hesitant when facing public inquiries, no wonder the people are suspicious." A township leader said that whether the problem can be properly handled depends on the professional competence and ability of grassroots cadres. To forge iron, one needs to be self reliant and solve complex grassroots problems. Cadres need to first understand policies and improve their communication skills with the masses.
Accelerate the improvement of people's work ability
The interviewed grassroots cadres stated that rural cadres are the "vanguard" of rural governance and the bridge and link between the Party and the government and the farmers. In the context of the rapid transformation of rural society and the increasingly diverse needs of villagers, it is urgent to improve the work ability and professional quality of the masses.
"Originally, we believed that the masses should participate in daily rural cleaning work, but their enthusiasm may not be high. Initially, village cadres and cleaners in public welfare positions were responsible for it. Some projects were implemented, but village cadres were left to work hard, which was actually detached from the masses." A certain township cadre said that after extensive guidance to the masses to participate, the majority of the people supported rural revitalization work such as "three cleanups and three demolitions".
A county party committee propaganda minister who has worked in townships for a long time said that to improve the mass work ability of grassroots cadres, it is necessary to strengthen training efforts, targeted reinforcement in professional skills supplementation, policy and regulatory explanations, and management ability improvement. Every year, a grassroots cadre training plan is formulated, forming a long-term mechanism, adhering to training what is needed for development and what cadres lack, and striving to achieve precise drip irrigation in training. At the same time, encourage grassroots cadres to learn by doing, learn by doing, and transform their learning outcomes into concrete actions for the masses to do practical things and solve difficult problems.
