It was already late at night, and in the office of the third branch of the Chongqing Armed Police Force on duty, Officer Miao was carefully revising a grassroots research report material, truthfully writing in some of the contradictions and problems found during the inspection of the business field. Many of these issues occurred in the squadron where he had previously served. That time, Director Miao went to the grassroots to inspect the safety management situation. During the inspection of his previous squadron, he found that some management regulations were not fully implemented. The squadron has been busy with various tasks during this period, and the contradiction between work and engineering is quite prominent, which is why such problems have arisen. ”Just as Officer Miao was recording the issue, a squadron cadre pulled him aside and whispered, "You come from our squadron, and this is also your 'mother's home'. Please save face and don't report it. We will rectify it properly and not repeat it." This made Officer Miao hesitate. He has served in this squadron before and has good relationships with many officers and soldiers. If he insists on reporting issues, the squadron will be criticized and his relationship with some comrades may also be affected. At the moment of difficulty, he suddenly remembered that the detachment had recently organized multiple educational lectures in conjunction with deepening political rectification and training. In one class, we specifically talked about a case where a certain unit, due to emphasizing personal relationships, being flexible, and avoiding conflicts during inspections, turned a small problem into a major hidden danger, ultimately leading to a tragedy. Multiple responsible persons, including the main official, were held seriously accountable. Letting go of the problem may seem like saving face, but in reality, it is due to the inadequate performance of Party members and cadres in fulfilling their duties, and it is also irresponsible to the construction of the military. ”With these thoughts in mind, Director Miao made a decision: "If we let go of the first time, there will be a next time; this time it's safety management, and the next time may be another problem. We must prevent small things from happening too early, and we must not let 'human feelings' undermine the bottom line of principles and cause bigger problems." "You should understand more, we are all doing our job well, and I must truthfully record and report this situation. ”Director Miao took a deep breath and looked firmly at the squadron cadre. "Our emotions are emotions, and our work is our job. It is precisely because we are familiar with each other that we should be more responsible for our squadron. If there is a problem, we cannot always rely on 'care' to pass, and if we do not rectify it in a timely manner, it may lead to even bigger problems in the future." After listening, the squadron cadre felt ashamed and said, "You are right. Relying on personal relationships to coordinate and accommodate is self deception. It is my thinking that has not yet turned the corner, and I will take everyone to rectify it immediately!" After the inspection was completed, Director Miao included the problem in the rectification list according to the procedure. When organizing the report materials, he pondered and decided to add his experience and insights from this' human dilemma '. He felt that his situation was not an isolated case and needed to put the problem on the table, arouse everyone's attention and reflection, and further improve his work style. Rejecting the interference of personal relationships, daring to be serious and strictly follow the rules, is worthy of recognition. ”At the monthly handover meeting, the leader of the detachment first praised the approach of Secretary Miao. Then, the topic changed and a few questions were raised: In deepening political training, we should reflect more on why some comrades' first reaction after problems arise is to plead for mercy? Why do government officials often fall into such a "personal dilemma"? What are the bigger issues reflected behind this? A series of follow-up questions touched the leaders present, and everyone reflected and analyzed based on their personal experiences: "Grassroots' fear of the system and leadership 'is often due to the existence of flexible space in the implementation of the system. This space must be firmly blocked." "Government inspections cannot only pick problems, but also help grassroots solve practical difficulties. Some problems repeatedly arise, and we need to reflect on whether our guidance and assistance are not in place." Everyone spoke one by one, not avoiding or covering up problems, and comprehensively analyzed and examined the work style of government agencies. Later, the Party Committee of the detachment studied and formulated corresponding rectification measures. For example, organizing warning education on a regular basis, guiding officers and soldiers to defend their ideological defenses and adhere to the bottom line of principles; Formulate the "Ten Measures for Strictly Prohibiting Human Interference in Inspection and Assessment", and the leading agencies shall take the lead in implementing them; Establish a "two-way feedback" mechanism for identifying problems during inspections, which not only points out grassroots issues but also helps formulate corrective measures; Publicly report the inspection and assessment results every quarter, and accept supervision from all officers and soldiers. Establish a system and implement it firmly. A few days ago, the detachment organized a phased training assessment and evaluation, and the overall performance of a certain squadron was not satisfactory. After signing and confirming, the squadron cadres convened the backbone to study the rectification plan that evening. A squadron cadre admitted that the main reason for the problems is that they did not do their job well enough. We need to lead the officers and soldiers to face the problems and contradictions, and cultivate more solid skills. (New Society)