Political Work

A Party Committee Secretary's Reflections: Don't Shirk What You Should Do, Don't Overstep What You Shouldn't

党委书记的心得感悟：该干的不推诿，不该干的别越位

PLA Daily (解放军报) 15 August 2026

Summary

During political rectification training (政治整训), Secretary He, Party committee secretary of a battalion in an unnamed brigade of the Tibet Military District, published a first-person account in PLA Daily describing how he resolved a field-hygiene shortfall by redirecting grassroots affairs funds (基层事务费) to rent a shower container rather than routing the request up the chain, and separately chose not to override a company Party branch's training-course nomination. The article documents a recurring institutional problem the PLA labels explicitly: leading cadres at battalion level defaulting to upward referral to avoid accountability, which the accompanying commentary by Yang Feng frames as a systemic 'laissez-faire' (佛系) duty-performance pathology that supervision mechanisms have so far failed to correct. The pairing of the personal reflection with Yang Feng's extended critique fits a pattern in PLA Daily political-work content of using individual case studies to press a named behavioral deficiency — here, passive non-action disguised as rule-of-law compliance — rather than announcing a new policy; its value is as a record of how the institution is framing the accountability problem to battalion-level cadres during the current rectification cycle.

Translation

Editor's Note: Chairman Xi has pointed out that one must guard the pass on power, always maintain a sense of reverence for power, and adhere to exercising power justly (公正用权), exercising power in accordance with the law (依法用权), exercising power for the people (为民用权), and exercising power with integrity (廉洁用权). To ensure that power operates on the correct track, one must properly handle the relationship among reverence for power, correct exercise of power, and taking responsibility and acting (担当作为). During political rectification training (政治整训), Secretary He of the Party committee of a certain battalion of a certain brigade of the Tibet Military District reflected on his experience in performing his duties and came to understand that power is responsibility; that the core of performing one's duties and exercising power in accordance with the law lies in taking responsibility; and that as a leading cadre, one must face contradictions without shirking, resolve difficulties at one's own level, exercise power without overstepping, and respect the autonomy of subordinate units—only then can one truly fulfill the requirements of exercising power justly and in accordance with the law. Below, please read this Party committee secretary's reflections.

Don't Shirk What You Should Do, Don't Overstep What You Shouldn't

■ Secretary He, Party Committee of a Certain Battalion of a Certain Brigade, Tibet Military District

One evening a few days ago, as I passed by the shower module (淋浴方舱) at the field training site, I heard the laughter of soldiers who had managed to get a timely shower, and I felt considerably at ease.

This time, the battalion Party committee took the initiative and acted decisively, quickly resolving an urgent need for the officers and soldiers. It deepened my understanding that performing one's duties in accordance with the law does not mean mechanically referencing regulatory provisions to carry out work, but rather using the power in one's hands in accordance with the law, under the guidance of regulatory requirements, and shouldering one's own responsibilities.

In the height of summer, all officers and soldiers of the battalion went to a certain location for field training. Shortly after arriving, officers and soldiers reported the following situation to us: the higher echelon had equipped each company with one shower module, but due to the large number of personnel and limited conditions, queuing for washing was taking up a great deal of the officers' and soldiers' time. Everyone proposed that the higher echelon provide several more modules.

Reporting the situation up to the headquarters and then going through successive levels of approval would likely take considerable time before the modules could be in place, but the immediate urgency could not wait. "Using heart, feeling, and effort to resolve the urgent, difficult, worrying, and hoped-for problems (急难愁盼问题) of grassroots officers and soldiers is our responsibility and our obligation." The battalion Party committee deliberated and decided not to pass the problem up to the higher echelon, but to resolve it as quickly as possible relying on our own resources.

After on-site investigation and deliberation, we decided to adopt the most convenient and economical approach: promptly adjust the battalion's grassroots affairs fund (基层事务费) budget and temporarily rent one shower container; strengthen overall coordination; and maximize the utilization of support resources through measures such as consolidating units into adjacent areas, having each company use the facilities at staggered times, and standardizing the order of access.

A few days later, the temporarily rented shower container was successfully installed and in place.

On the evening the problem was resolved, seeing the joy on the officers' and soldiers' faces, my thoughts were in turmoil. In the past, when faced with such thorny problems, I sometimes fell into the habit of reporting layer by layer and waiting for approval, with the result that difficult problems piled up more and more, contradictions grew larger and larger, and to a certain degree the trust and recognition that company officers and soldiers had in the battalion Party committee was affected.

In my work notebook, I recorded just such a lesson—

During one high-altitude field training exercise, the temperature difference between day and night was significant, and officers and soldiers urgently needed heating support for night duty and bivouacking. At that time, the training site relied primarily on coal for heating. Due to insufficient coal reserves and disrupted supply channels, some bivouac positions had heating shortages, affecting the quality of rest for officers and soldiers.

Faced with the urgent need for heating, the battalion Party committee decided to report the problem to the headquarters and wait for support from the higher echelon. However, because headquarters affairs were complex and successive levels of approval were time-consuming, and because we did not follow up and coordinate in a timely manner, the coal supply still could not keep pace with the training site's needs for a time. Although the battalion later made an emergency purchase of a batch of coal to resolve the immediate crisis, the matter was genuinely not handled well or thoroughly.

That lesson gave me a profound wake-up call: what appeared to be a shortage of support materials was in reality a problem of the battalion Party committee shirking its duties and being lax in exercising its power.

During political rectification training, we continually reflected on such phenomena. Combining theoretical study with work practice, I came to understand that the organization grants us power as an expression of trust in us; we must absolutely face contradictions without shirking and exercise power without overstepping.

What is legally mandated must be done; what is not authorized by law must not be done (法定职责必须为，法无授权不可为). I recall that on one occasion, after the higher echelon issued a notice for selection for a specialized training course, each company selected and recommended personnel for participation according to established procedures. At the battalion Party committee meeting, I reviewed the list of recommendations but did not see the name of Corporal Xiao Zhao from a certain company. I was fairly familiar with Xiao Zhao—his military qualities were solid and he had extensive experience in military skills competitions. Yet the company Party branch's recommended candidate that time was not him, but rather Private First Class Xiao Wu.

I felt it was a pity that Xiao Zhao could not participate, and I wanted to suggest that the company switch candidates. The company Party branch put forward that, taking into consideration the company's long-term development, they believed Xiao Wu's military qualities were equally solid, and that he was proactive in his work, had a good foundation among the troops, and was a reserve backbone being cultivated for succession in the company; this opportunity should be used to give him a platform to demonstrate himself.

Holding that list, I reviewed it carefully and fell into reflection—the selection and recommendation of personnel for training participation is within the authority of the company Party branch, and the company's reasoning was sound and its procedures compliant. I should not casually offer opinions without understanding the specific situation; doing so would affect the normal work of the grassroots Party organization and might even damage their image and authority.

I abandoned the idea of intervening, and stated at the Party committee meeting that the battalion Party committee's responsibility is to keep the direction correct and hold the bottom line firm. The company Party branch has its own considerations and knows the officers and soldiers best; we must support their decision and must absolutely not casually intervene and interfere.

In the end, Xiao Wu indeed did not disappoint everyone's expectations, achieving outstanding results in the training course.

These several experiences all tell me that the military is a whole; every level has its own duties and mission. Each level must perform its duties in accordance with the law, resolutely shoulder its responsibilities, absolutely never shirk or pass the buck on matters that are one's own to handle, and not casually intervene or interfere in matters that are not one's own to handle—achieving overall grasp without monopolizing (统揽而不包揽), being in position without overstepping (到位而不越位), and truly managing power well and exercising power with caution.

From the overall coordination of the shower modules to the trust placed in subordinates during training course selection, the battalion Party committee's work orientation has now become increasingly clear: strengthening the concept of performing duties and exercising power in accordance with the law is the key to steady progress in grassroots development.

During this period, we have successively organized work on Party member development, condolence visits to Party members in difficulty, and other matters. Throughout, we neither interfered with company decisions nor shirked our own responsibilities, allowing the concept of exercising power in accordance with the law to truly enter the hearts of every officer and soldier.

(Compiled by Su Wanhong and PLA Daily reporter Wang Yue)

Extended Reflection

Abandon the Passive Approach of "Seeking Only to Avoid Mistakes"

■ Yang Feng

As the comprehensive deepening of governing the military according to law (依法治军) and governing the military with strict discipline (从严治军) continues, the system of laws and regulations has become increasingly sound and complete, supervision and constraint mechanisms have become more rigorous, and the awareness among officers and soldiers of handling affairs according to law, turning to law when problems arise, using law to resolve problems, and relying on law to resolve contradictions has significantly increased. However, in the practice of daily duty performance, a concealed and relatively strong negative mindset warrants vigilance: individual leading cadres adhere to a "laissez-faire" (佛系) principle of "rather produce nothing outstanding, just seek to avoid mistakes," treating strict adherence to regulations as an excuse for slow or non-action, and treating compliance with regulations as a shield for avoiding contradictions. For example: when facing complex legacy problems left over from history, adopting the attitude that a new official need not settle old accounts and shelving and delaying; when facing difficult tasks in training for war preparedness, rigidly adhering to rules and regulations without daring to innovate and break through; when facing reasonable demands from grassroots officers and soldiers, being bound by procedures and unwilling to proactively resolve them, and so on. These behaviors that appear compliant on the surface but are in reality derelict governance, while seemingly not crossing disciplinary red lines, deviate from the original intent of laws and regulations, undermine the enforcement power of institutions, and constrain the high-quality development of the military.

The essence of rule of law lies in delimiting the boundaries of power, clarifying the responsibilities of duty performance, and constraining arbitrary conduct. Strictly abiding by rules has never been an excuse for complacency and inaction, but rather the basic guideline for performing duties in a standardized manner and daring to take responsibility. The thinking of "seeking only to avoid mistakes" artificially severs the intrinsic unity of law-abiding and taking responsibility, one-sidedly amplifies the constraining attributes of regulations, and ignores or even abandons the authority and space for action in performing duties that institutions confer. Some cadres, worried that decisions carry risks and that handling affairs harbors hidden dangers, refuse to touch any work without precedent and push aside any work involving contradictions, preferring to mark time rather than ever cross the line by half a step. Over time, performing duties in accordance with the law becomes passive duty performance, rigid regulations are reduced to tools for shirking responsibility, old accounts accumulate more and more, and difficult problems are delayed and grow larger, causing the institutional advantages of governing the military according to law to be difficult to effectively translate into governance effectiveness for strengthening the military and winning wars.

Examining deeply the reasons for the growth and spread of the "seeking only to avoid mistakes" mindset, the essence lies in a misaligned view of political achievements (政绩观), insufficient rule-of-law literacy, and weakened fighting spirit (斗争精神). In an environment of strict supervision, a small number of cadres have developed a self-protective mentality, placing avoidance of responsibility above duty performance and holding to the attitude that the less one does the better; the drive to gnaw on hard bones continuously diminishes. Some, when carrying out work, can only mechanically apply provisions, lacking the ability to use rule-of-law thinking to assess complex problems and rely on rule-of-law methods to resolve contradictions; when facing thorny problems they are at a loss and shrink back, ultimately choosing to shelve and wait. There are also individual cadres whose value orientation has become utilitarian: they are keen on visible achievements (显性政绩) with short cycles, quick results, and high visibility, and lack enthusiasm for foundational, long-term work that produces less visible results (潜绩工作), using compliance with regulations as a pretext for delay and perfunctory action—appearing procedurally compliant on the surface, but in reality a manifestation of impure Party character and inadequate duty performance.

To rectify the chronic problem of inaction and slow action carried out in the name of rule of law, one must clearly establish the duty-performance orientation of daring to act in accordance with law and being adept at acting in accordance with regulations, driving cadres at all levels to both hold firm to the rule-of-law red line and boldly scale the high line of taking responsibility. Rule-of-law study should be organized on a routine basis: both clarifying the list of prohibitions—making clear what absolutely cannot be done—and refining the list of post responsibilities, pressing home legally mandated duty obligations, and making up for shortfalls in the capacity to perform duties in accordance with the law. When facing problems that are difficult to resolve, clarify the legal basis and standardize the handling process; eliminate inaction caused by fear of inadequate capability, and ensure that within the track of rule of law one dares to do things and knows how to do things.

To clear the ground in which "laissez-faire" (佛系) duty performance survives, strict supervision and accountability must be made substantive. Discipline inspection departments must move the supervision checkpoint forward; the supervisory field of vision must not only keep a close watch on overstepping authority and violating regulations through reckless action, but also focus on inaction and lazy governance behavior involving delayed duty performance. Those who use strict adherence to regulations as a pretext to avoid contradictions and shelve problems must be held strictly accountable in accordance with regulations. Explore a system of public disclosure of duty-performance results, making the actual achievements of handling affairs in accordance with the law and overcoming difficulties an important yardstick for evaluating cadres, compelling all officers and soldiers to break out of the narrow thinking of "seeking only to avoid mistakes."

Abiding by law is most valuable when one fulfills one's responsibilities; acting in accordance with regulations is most important when one works in earnest. Holding the bottom line is the basic requirement for performing one's duties; striving to produce outstanding results is the proper pursuit of high-quality development. Party member cadres at all levels must establish and practice a correct view of political achievements, deeply grasp the requirements of governing the military according to law and governing the military with strict discipline, take rule of law as the guideline and taking responsibility as the fundamental quality, proactively shoulder responsibilities, translate the power of rule of law into practical results in training for war preparedness and consolidating the grassroots, and drive comprehensive progress and comprehensive strengthening of grassroots development.

Original Chinese

编者按习主席指出，要守住权力关，始终保持对权力的敬畏感，坚持公正用权、依法用权、为民用权、廉洁用权。确保权力在正确轨道上运行，必须把握好敬畏权力、正确用权和担当作为之间的关系。政治整训中，西藏军区某旅某营党委何书记反思履职经历感悟到，权力即责任，依法履职用权的核心在于担当，身为领导干部，必须做到面对矛盾不推诿，立足本级解难题；行使权力不越位，尊重基层自主权，这样才能真正践行公正用权、依法用权的要求。下面，请看这名党委书记的心得感悟。该干的不推诿，不该干的别越位 ■西藏军区某旅某营党委何书记前些天的一个晚上，路过驻训场淋浴方舱时，我听见了战士们及时洗上澡的说笑声，心里踏实了不少。这次，营党委主动担当作为，很快解决了官兵们的燃眉之急，我更加深刻体会到，依法履职不是机械参照法规条款开展工作，而是要在法规要求指引下，依法用好手中权力，扛起自己的责任。盛夏时节，全营官兵前往某地开展野外驻训。刚到不久，就有官兵向我们反映情况：上级给每个连队配备了一台淋浴方舱，但由于人数较多、条件有限，排队洗漱耽误了官兵不少时间。大家提出，希望上级能够多配发几台方舱设备。将此情况上报机关，再逐级审批，方舱到位可能需要不少时间，但眼前的急迫等不起。“用心用情用力解决基层官兵的急难愁盼问题，是我们的责任，也是义务。”营党委研究决定，不向上级转交矛盾，立足自身尽快解决。经过实地考察和研究讨论，我们决定采取最便捷、最经济的方式——及时调整营基层事务费预算，临时租用1台淋浴集装箱；加强统筹协调，通过集中连片设置、各连错峰使用、规范开放秩序等措施，最大限度盘活保障资源。几天后，临时租用的淋浴集装箱顺利安置到位。问题解决的那天晚上，见到官兵欣喜的神情，我思绪万千。以往，遇到这样的棘手难题，我有时会习惯于层层上报、等待批复，结果导致难题越拖越多、矛盾越来越大，一定程度上影响了连队官兵对营党委的信任和认可。我的工作笔记里，就记录着这样一次教训—— 一次高原驻训期间，昼夜温差较大，官兵夜间执勤、宿营急需取暖保障。彼时，驻训场主要依靠燃煤取暖。由于煤炭储备不足、补给渠道不畅，部分宿营点位供暖短缺，影响官兵休息质量。面对取暖刚需，营党委决定将问题上报机关，等待上级保障。可由于机关事务繁杂，且逐级审批耗时较长，加上我们没有及时跟进对接协调，导致煤炭供应一时仍跟不上驻训需求。尽管后来营里紧急采购了一批煤炭，解决了燃眉之急，但确实好事没有办好、办到位。那次教训让我深刻警醒，看似是保障物资短缺，实则是营党委履职推诿、用权懈怠的问题。政治整训中，我们不断反思此类现象，结合理论学习和工作实践，我体会到，组织赋予我们权力，是对我们的信任，必须做到遇到矛盾不推诿，行使权力不越位。法定职责必须为，法无授权不可为。记得有一次，上级下发专业集训选拔通知后，各连队按程序遴选推荐参训人员。营党委会上，我翻阅推荐名单，却没看到某连中士小赵的名字。我对小赵比较熟悉，他军事素质过硬，比武经验丰富。可那次该连党支部推荐的人选却不是他，而是上等兵小吴。我觉得小赵没能参加比较可惜，就想建议连队调换人选。该连党支部提出，此次，他们立足连队长远建设考量，认为小吴军事素质同样过硬，且工作主动、群众基础好，是连队接续培养的后备骨干，应该利用此次机会给他展现自我的平台。拿着那份名单，我仔细翻看，陷入了反思——参训人员遴选推荐是连队党支部的职权，且该连理由充分、程序合规，我不该在不了解具体情况时，就随意提意见，那会影响基层党组织的正常工作，甚至可能损害他们的形象威信。我打消了插手的念头，并在党委会上表示，营党委的责任，是把准方向、守牢底线，连队党支部有自己的考量，且最了解官兵，我们必须支持他们的决定，决不能随意插手干预。最终，小吴果然没有辜负大家的期待，在集训中取得优异成绩。这几段经历都告诉我，部队是一个整体，每一级都有自己的职责使命，各级要依法履职，坚决把责任扛在肩上，该自己办的事决不推诿扯皮、上交矛盾，不该自己办的事就别随便插手干扰，做到统揽而不包揽、到位而不越位，真正管好权力、慎用权力。从淋浴方舱的统筹协调，到集训选拔的放手信任，现在，营党委的工作导向愈发鲜明——强化依法履职用权观念，是基层建设稳步前行的关键所在。这段时间以来，我们先后组织了党员发展、困难党员慰问等工作。在此期间，我们既不干扰连队决定，又不推诿自身责任，让依法用权的观念真正走进每名官兵心中。（苏万虹、解放军报记者王越整理）延伸思考摒弃“只求不出错”的消极履职 ■杨枫随着依法治军、从严治军持续纵深推进，法规制度体系日益健全完善，监督约束机制更加严密，广大官兵办事依法、遇事找法、解决问题用法、化解矛盾靠法的意识显著增强。但在日常履职实践中，一种隐蔽性较强的消极心态值得警惕：个别领导干部奉行“宁可不出彩，只求不出错”的“佛系”准则，把严守法规当成缓办不办的借口，把依规办事当作回避矛盾的挡箭牌。比如，面对历史遗留的复杂难题，以新官不理旧账的心态搁置拖延；面对练兵备战中的攻坚任务，固守条条框框不敢创新突破；面对基层官兵的合理诉求，拘泥程序不肯主动化解，等等。这些表面合规、实则怠政的行为，看似没有触碰纪律红线，却背离了法纪的初衷，消解了制度执行力，制约了部队高质量发展。法治的要义在于划定权力边界、明确履职责任、约束胡乱作为。严守规矩从来不是安于现状、裹足不前的借口，而是规范履职、敢于担当的基本遵循。“只求不出错”的思维，人为割裂了守法与担当的内在统一，片面放大了法规的约束属性，忽视甚至摒弃了制度赋予的履职权限和干事空间。有的干部担心决策有风险、办事有隐患，凡是没有先例的工作一律不碰，凡是存在矛盾的工作一概推脱，宁可原地踏步，绝不越雷池半步。久而久之，依法履职变成了被动履职，刚性法规沦为推诿的工具，旧账越积越多、难题越拖越大，导致依法治军的制度优势难以有效转化为强军胜战的治理效能。深究“只求不出错”的心态滋生蔓延的原因，本质是政绩观错位、法治素养欠缺、斗争精神弱化。在从严监督环境下，少数干部滋生了自保心态，将规避责任摆在履职首位，秉持多一事不如少一事的态度，啃硬骨头的劲头不断衰减。有的开展工作只会机械套用条文，缺乏运用法治思维研判复杂问题、依靠法治方式化解矛盾问题的能力，面对棘手问题束手无策、望而却步，最终选择搁置观望。还有个别干部价值取向功利化，热衷于周期短、见效快、看得见的显性政绩，对打基础、利长远的潜绩工作缺乏热情，以依规办事为幌子拖延敷衍，看似程序合规，实则是党性不纯、履职不力的表现。纠治以法治之名不作为、慢作为的顽疾，必须鲜明立起依法敢为、依规善为的履职导向，推动各级干部既守牢法治红线，又勇攀担当高线。要常态化组织法治学习，既厘清禁令清单，明晰哪些事绝对不能做，也要细化岗位职责清单，压实法定履职义务，补齐依法履职能力短板。面对难以解决的问题，明确法理依据、规范处置流程，杜绝因本领恐慌导致的不作为，确保在法治轨道上敢干事、会干事。清除“佛系”履职的生存土壤，要做实从严监督问责。纪检部门要将监督关口前移，监督视野既紧盯越权违规的乱作为，也聚焦不作为、拖延履职的懒政行为。对以严守法规为名回避矛盾、搁置问题的人和事，依规严肃问责。探索履职成效公开公示制度，把依法办事、攻坚克难的实绩作为评判干部的重要标尺，倒逼全体官兵跳出“只求不出错”的狭隘思维。守法贵在尽责，依规重在实干。守底线是履职基本要求，争出彩才是高质量发展应有追求。各级党员干部要树立和践行正确政绩观，深刻把握依法治军、从严治军要求，以法治为遵循、以担当为底色，主动扛起责任，把法治力量转化为练兵备战、夯实基层的务实成果，推动基层建设全面进步、全面过硬。