Many officers and soldiers may have had similar experiences, waiting eagerly for the agency's clarification or response every day to handle a business, hoping to hear the agency's "echo" every day. Regarding this, Zhu Hongzhi, a staff member of the Human Resources Department of a certain brigade of the 71st Group Army, deeply felt it. At the end of that quarter, the satisfaction evaluation results of the brigade's government services were freshly released, but Zhu Hongzhi's heart sank - he had worked hard to handle dozens of military and civilian affairs, but the evaluation results were "crane tail". Temporary leave approval, academic training, policy consultation... even though we have done our best to handle everything, why did the result turn out like this? ”Zhu Hongzhi felt both aggrieved and puzzled in his heart. In order to find the root cause of the problem, he took the initiative to apply to the grassroots unit for on-site investigation. In his communication with the officers and soldiers, Zhu Hongzhi discovered the problem - "Officer Zhu, last time I consulted with you, you only urged me to submit the materials and didn't say a word before getting busy with other things." "When I applied for the assistance fund for difficulties, several times I asked about the progress, and the answer was' it is being processed ', I really don't know." "I really hope you can say a few more words. Where is the' it is being processed 'stuck, and what are the' policy reasons'?"... The heartfelt words of the grassroots officers and soldiers are like needles, piercing Zhu Hongzhi's heart and soul. Originally, the problem was not whether things were done or not, but rather the lack of clarity in words. Behind the phrase 'in progress' is endless waiting, while the phrase' according to regulations' can only leave a head full of confusion. The biggest knot in the hearts of officers and soldiers is the inability to wait for the "echo" of the authorities. 'Solving' is the bottom line of fulfilling duties and responsibilities, while 'answering' and 'explaining' imply sincere responsibility to comrades in arms! ”At the handover meeting, Zhu Hongzhi's report sparked deep reflection among everyone. Serving the grassroots should not stop at completing affairs, but also make officers and soldiers feel at ease. In order to speed up the "Echo" process, the party committee of the brigade quickly took action and focused on implementing the "Three Solutions and Response" mechanism: in addition to making every effort to resolve conflicts and difficulties, it added two key links: sincere answering of questions and patient explanation of progress, and focused on "explaining clearly and thoroughly" to carry out service upgrades. Soon, the strong military website of the brigade set up a "Three Solutions Response" bulletin board. Under the question of "when will the computer be available for purchase", the relevant department provided a clear response: "The inquiry has been completed, and it is expected to be purchased and distributed next week. The progress will be announced on the homepage." The questions raised by the officers and soldiers have become timely and specific "echoes". When 'in progress' becomes precise to the actual progress of each link and deadline, and when' according to regulations' is refined into precise guidelines for specific documents and material lists, officers and soldiers can not only see the progress of affairs, but also truly feel respect and honesty. The effect of the "three solution response" mechanism is immediate. In the satisfaction evaluation of the next quarter, the overall scores of various departments in the organization have increased. The officers and soldiers all expressed, "The timely feedback of the 'echo' has made us no longer anxious about the unknown and better understand the difficulties of the organization." The source of the 'echo' goes from 'who will handle it' to 'who should handle it'. Since the implementation of the 'three solution response' mechanism, the assistant of the military barracks department, Zhu Jie, has been caught up in another layer of trouble. Grassroots demands flooded in like a tide, making them flustered - "Assistant Zhu, the sewer in our company's water room is blocked," "Where can we get the light bulb in the hallway if it's broken," "Who should we look for to fix the broken window,"... "At the busiest time, we have to make forty to fifty coordination calls a day, and we don't even have time to deal with serious business. ”The daily routine of the organization is occupied by a myriad of trivial matters, and Zhu Jie feels a bit 'putting the cart before the horse'. In this regard, the feelings of the transportation company commander Cao Bo are exactly the opposite. Previously, a corner of the floor tile at the entrance of the company was missing. He contacted the military barracks department to coordinate and solve the problem. Zhu Jie's response was that the company had disposable grassroots affairs expenses and suggested relying on its own maintenance. Cao Bo was somewhat puzzled: "The relevant affairs are clearly within the scope of the agency's responsibilities, how can we use the excuse of 'grassroots has the ability to handle them themselves' to evade them?" As Captain Cao provided feedback to the agency, a deep debate about the boundaries of rights and responsibilities unfolded throughout the brigade. The problem of "psoriasis" that has plagued grassroots areas for a long time, such as the shortage of public supplies and the leakage of toilets and water rooms, who will take care of it? One party believes that 'the business of the agency should not be shirked', while the other party believes that 'big and small matters should be left to the agency, and the quality of service cannot be guaranteed'. Both parties have their own reasons. Later, at the "Three Solutions Response" symposium, the leaders of the brigade put an end to the debate: "Service assistance is the responsibility of the government, but if the grassroots always" sit and wait, reach out, and always rely on ", their self construction ability will inevitably shrink. The government should not exceed its position in assisting construction, and the grassroots should build their own position without losing its position." Grassroots construction cannot wait for the "echo" of the government everywhere. Only by clarifying "who should do it" can the dilemma of "who should do it" be solved. To this end, the brigade has compiled a "list of institutional responsibilities" and a "list of grassroots powers", and built a three-level response model based on the "three solutions and response" mechanism. According to the division of responsibilities among the brigade, battalion, and company levels, we adhere to the principle of "not shirking responsibility for what can be solved at this level, and not procrastinating on what cannot be solved". For difficult and difficult points that require coordination between the upper and lower levels and the linkage of the organization, the Party committee will coordinate the strength and establish a special team to promote them. Opening the "Three Solutions Response" list for the latest quarter of the brigade, the division of responsibilities is clear at a glance - issues such as blocked main pipes in barracks, structural damage to doors and windows in the barracks, and vehicle malfunctions that cannot be resolved on their own at the grassroots level are all handled by the corresponding business departments of the agency; Small matters that can be independently resolved at the grassroots level, such as replacing faucets, repairing material defects within the scope of self purchase, and maintaining small facilities within the company, are classified as self built. In the past, when we lacked something, we would only wait for the mechanism, but now we understand that many things can be solved with our hands! ”Captain Cao Bo said with emotion. Grassroots organizations no longer "wait" for the "echo" of their superiors when faced with problems, but first ask themselves whether they should handle them themselves, whether they can handle them themselves, and what they should do. The authorities have also been relieved from the predicament of being "firefighters". Zhu Jie told reporters that his phone numbers have now been halved, allowing him to focus on solving key issues in grassroots construction and provide more accurate and efficient services. The endpoint of "Echo" service is not a "one-time deal" at the grassroots level, and it must continue to do a good job in "after-sales work". How long does "Echo" need to spread to the grassroots level? Different people will have different answers, but for the Health Director of the War Logistics Planning Department, Shi Huichen, the answer is one or even several years. Since the implementation of the "four diagnostic services" of daily rotation, on-site visits, follow-up consultations, and timely delivery by the brigade, Xi Huichen has often led medical service teams to provide medical services to officers and soldiers. In the "Three Solutions Response" bulletin board, the opinions and suggestions of grassroots officers and soldiers on the "Four Diagnostic Services" have been continuously updated: "The weekly delivery time is relatively short, making it impossible to conduct time-consuming examinations and treatments such as magnetic resonance imaging" "The tracking and consultation cycle is too long, and it takes more than half a year to come for the first diagnosis after discharge" "We hope that the military doctor can explain more knowledge about injury prevention and treatment to us"... According to the opinions of officers and soldiers, Xi Huichen led the team to open 12 green channels, allowing officers and soldiers to freely choose their medical treatment time; Integrate medical information of officers and soldiers to form archives, and track the rehabilitation status of officers and soldiers who seek medical treatment on a weekly basis; Develop a 'Common Training Injury Prevention and Control Manual' in conjunction with the military training plan. Thus, as improvement measures were implemented one by one, the satisfaction level of the team's evaluation continued to rise. Serving the grassroots is not a 'one-time deal', it must be continuously monitored, improved, and continue to do a good job in 'after-sales work'. ”In an interview, a mentor said that the "three solution response" mechanism not only solves current problems, but also provides convenience for continuously tracking and solving derivative problems in the service process. It is understood that the brigade regards tracking and effectiveness as a key aspect of improving service quality, and adopts methods such as regular reporting, questionnaire surveys, and social evaluations to "review" the progress of service projects, effectively eliminating "half cut sub projects" and "tail projects". In 2024, the physical training center of the brigade will be renovated and upgraded before being put into use. However, not long ago, some officers and soldiers reported that they were sweating all over after exercise, had no place to rest, and had no water to drink. Upon receiving the feedback, the brigade immediately organized rectification. After formulating a plan, conducting investigations and inquiries, new facilities such as direct water dispensers, sofas, and changing rooms were quickly installed in the physical training center. The endpoint of 'echo' is not in the present, but in the future. It is reported that since the implementation of the "Three Solutions and Response" mechanism, the brigade has continued to launch more than 30 practical measures to promote grassroots construction, such as "Four Diagnostic Services" and "Five Books and Four Recommendations", and has studied and adopted more than 20 beneficial suggestions from grassroots officers and soldiers on combat effectiveness construction. This not only solves the problem of contradictions, but also consolidates the will of officers and soldiers. The average response time of the brigade's service to grassroots has been reduced by 60%, and the satisfaction of officers and soldiers with various security measures has remained stable at over 98%. Serving the military is endless. Only by constantly innovating service models and shortening response time differences can the 'soft power' of service guarantee be transformed into a 'hard fist' to defeat the enemy. ”The leader of the brigade said. (New Society)