1, the concept of equality depends on it. Lack of in-depth research and thinking on the major decision-making arrangements of the central and provincial committees, lazy thinking, negative attitude and slow action; Carry out the requirements of superior deployment, copy it, do not combine with reality, do not deeply understand the situation, do not study specific implementation measures, generally rough up and down, big and big, ineffective; Perfunctory and perfunctory tasks assigned by superiors; Put off the work you undertake if you can, don't push it, dial it and turn it around. Some key tasks that have been explicitly requested to be promoted, such as documents and meeting minutes; With the documents and meeting minutes, we have to wait for the superior to dispatch and wait for the brother cities and counties to gain experience first.
2. Have the idea of setting up a stall. The work standard is not high, content with generalities, barely passable, not too hard, and the work is mediocre. Some people are comfortable with money and satisfied with success. They talk about some achievements, but they can't see the gap with advanced regions and units, and they can't see the problems in their work. They feel good about themselves and hesitate. Some guard their own "one acre and three points", do nothing in their posts, stay up all day, face the advanced, despite the rapid development of the outside world, they remain "calm" and work for many years.
3. Enjoy your thoughts. Some thoughts are not about work, but about how to enjoy life, have fun, eat all day, have no purpose, and work hard, so people will be separated. In particular, some cadres who are close to retirement age feel that they have worked hard for so many years and sweated so much. It is time for them to "catch their breath and rest their feet", pursue ease and comfort, have no energy to do things, and their enterprising spirit has faded. Some jobs are light and afraid of heavy, and they are unwilling to suffer hardships. Others are unwilling to take charge of safety production, family planning, letters and visits, and other work. Some people are unwilling to "settle old scores" for long-term accumulation and historical problems, and rely on time to digest contradictions; There are also "top leaders" of departments who take the initiative to transfer to second-line posts, and do not want to rush to the front line, just seeking leisure.
4. Have the idea of seeing. Some people are used to being "setters" and "shopkeepers". They don't want to do it themselves. No one relies on execution, and the final work is empty. Some people like to give orders and make comments. They just do nothing as commentators, not as combatants. Grassroots reflect that some cadres "only shout songs on the shore and row desperately in the water."
5, there is utilitarian thinking. Don't want to do something that is not good, push it out. Especially in the face of strict discipline, some hidden rules have been broken, some interest chains have been cut off, and some departments and cadres feel unprofitable, slow and passive. Some "scissors difference" the deployment requirements of superiors according to the interests of departments and individuals, and implement what is desirable, and shirk or adapt what is not desirable. Some people design themselves all day, haggle over every ounce and pay too much attention to personal treatment. They feel that there is little room for promotion and little welfare, so they feel that they have no job and no hope, and their enthusiasm for work has declined or even fallen behind.
6. Have standard thinking. Some do not actively promote reform and are unwilling to decentralize. Regarding decentralization, there are bright and dark, and it is still awkward to interfere with the "hand" of the market with the "hand" of administration. Facing the power list, negative list and responsibility list, it's like putting on a spell. On the surface, some departments approve "slimming", but in fact, it is the intermediary "fattening" and letting decentralization "replace trees with flowers". For the work that needs to be completed by multiple units, some are unwilling to take the initiative to participate and take the lead. Some people don't have a strong sense of overall situation and cooperation. They passed the buck at the boundary of responsibility and kicked each other's balls. They are unwilling to step forward and do more comprehensive and holistic tasks. They can push and push or hide.
Second, I am worried, timid and afraid to take responsibility.
1, afraid of making mistakes, afraid to make bold decisions. Some people don't make decisions. They don't make decisions. They are too cautious and work at a slower pace. Some people are afraid to do what they used to do normally because they are afraid of problems. They ask for instructions and report at different levels and get the signature of the leaders. The main responsible comrades can't decide until they are present. Some leading cadres insist on meeting to study things that could have been decided by one person, which seems to be democratic in style and decision-making. The practical purpose is that everyone has the responsibility to bear it.
2, afraid of risks, dare not innovate and break through. In the face of the task of reform and development, some people dare not chew on "hard bones", lack the ambition to overcome difficulties, the spirit of daring to try and be bold and responsible, dare not do things without precedent, dare not cross the "thunder pool" half a step, lack the spirit of being the first and pioneering, and some face difficulties and contradictions, look ahead, suffer from loss, and retreat if they want, only seeking their own safety and not seeking career advancement.
I am afraid that if I do too much, I will make more mistakes and dare not take the initiative. Some people are afraid of "lifting too much water and dropping too many cans" and pursue "doing more is better than doing less", "I would rather do nothing in order not to have an accident". In the face of practical problems, some people are worried that doing too much will create new contradictions, deliberately turning a blind eye and letting it go. Some people are afraid to make up their minds on issues such as land acquisition and demolition involved in project construction, which will lead to delays or slow progress of some conditional projects.
4, afraid of getting into trouble, afraid to face the masses. Some people have scruples about the problems or letters and visits strongly reflected by the masses, fearing that once they take over, they will not show their attitude, respond positively or solve them actively. Some comrades said that some letters and visits were not complicated at first, because they avoided contradictions and the masses and missed the best opportunity to solve problems.
5, afraid of offending people, dare not adhere to the principle. Some pursue the concept of "it doesn't matter if you can't do it, at least don't offend others", cherish feathers and protect yourself. Some people worry that if they really take care of everything, others' "cheese" will be passive and their personal interests will be damaged, and they will lose their votes in the future and choose "low-key". Some know that cadres have problems and dare not criticize them. What they want is how to cover them up and accept it.
6, afraid of hype exposure, dare not "show up." Some cadres are frightened by the phenomenon that the media keeps breaking the news. They are not used to working under the attention of the media and the supervision of the public, and are not good at dealing with the media and dealing with key issues. Some cadres are worried about being hyped into a hot spot by the media, worried about being targeted, turning over old accounts and causing other problems. Some cadres are worried when dealing with business owners, and they are afraid that being said to be rich will lead to unclear gossip and have a bad influence on individuals, so they will no longer take the initiative to serve.
7, afraid of taking responsibility, work buck passing. Some window units and service industry cadres, the excuse is not clearly defined, do not do or slow down, the implementation will be discounted. Some departments dare not take the responsibility of the first seal when handling the project approval, and the approval items of several departments are in front, so leaders should coordinate everything.
Rectification measures:
First of all, we should establish a sense of responsibility ideologically. Taking responsibility is the inner consciousness of work responsibility. Only by establishing a sense of responsibility ideologically can party member cadres have "internal orders" for their actions. On the one hand, we should be willing to take responsibility. Willing to take responsibility comes from firm ideals and beliefs, and from persistent adherence to faith. From Jiao to Yang Shanzhou and then to China, these advanced models in different periods were able to move because, supported by their ideals and beliefs, they forgot themselves and explained their spiritual qualities of daring to take responsibility and being responsible for the party, the country and the people. I remember an old leader often said that "work should not be regarded as a means of making a living, but as a career and a kind of enjoyment." Only in this way can we be happy. " I think this is the aspiration of the old leaders and the value concept that every cadre in party member should establish. On the other hand, we should have the courage to take responsibility. Taking responsibility means responsibility, which symbolizes dedication. The year before last, according to the organizational arrangement, the author was responsible for a demolition work, which was difficult and heavy. In this context, I am determined to devote myself to the demolition work and successfully complete the tasks assigned by the organization. In hindsight, without the spirit of daring to take responsibility, the work would not have been so smooth and such good results would not have been achieved.
Secondly, we should improve our responsibility in practice. Ability is the premise and guarantee of being good at taking responsibility, and it is the proper meaning of taking responsibility. Only when party member cadres have the courage and ability to take responsibility can they truly live up to their great trust and mission. It is necessary to reflect the ability to take overall consideration. What we often say now is "the overall situation consciousness", that is, we should be good at thinking and planning work, and be good at observing and handling problems from the strategy and trend. At present, some departments and party member cadres have a narrow concept of the overall situation. For example, in the process of comprehensively deepening reform, some people are unwilling to change, some people are afraid to change, and some people know nothing about it. As we all know, many reform issues are "taking one hair and moving the whole body". If we simply consider the interests of departments, it will affect the promotion of the overall reform work. In order to solve this problem, at the beginning of this year, reform offices at all levels formulated the main points of reform, directly implementing what to change, how to change it, and to what extent, with remarkable results. The ability to take responsibility should be reflected in the execution of the terminal. Execution is the lifeline of decision-making. Without implementation, even the best decision is a dead letter. In order to promote the implementation of the work, in recent years, the inspection work in all parts of the province has invested more efforts than before. On the basis of adjusting energy, deploying personnel and improving measures, according to the implementation mechanism of "four cadres", the main responsibility, time requirement and supervision and inspection mechanism of terminal implementation are defined and implemented item by item, which has played a very good role in promoting the work.
It is necessary to reflect the ability to solve problems. At present, our province is in the transition period of economic and social development, and it is inevitable to encounter various contradictions and difficulties in our work. Whether the problem can be properly solved is the "touchstone" to test the ability of cadres. Therefore, when encountering difficulties, every cadre in party member has the quality of advancing despite difficulties and facing difficulties. He must never make a detour when encountering contradictions and hide when seeing difficulties. Take the petition work as an example. This year is a sensitive period for letters and visits, with many times and long duration. Taking "solving problems" as a breakthrough, letters and visits in various places promoted the overall stability work, successfully completed the stability work of letters and visits during the "two sessions", summer vacation, National Day and the Sixth Plenary Session of the Eighteenth Central Committee, and ensured a smooth transition in a particularly sensitive period.