On April 21, the 19th edition of a newspaper published an article titled “Excessive Requests for Instructions Need Correction.”
Full text below:
At the grassroots level, one often hears statements like: “We can’t decide this; we need to ask higher-ups” or “The leadership hasn’t spoken, so we can’t act.” Reporting for instructions is meant to strengthen communication between levels, promote sound decision-making, and better implement tasks. However, in some places and units, there is an excessive tendency to request instructions at every level and for every matter, a phenomenon known as “over-requesting.” Why is this happening?
There is a psychology of avoiding responsibility by shifting blame upward. Some officials, when faced with matters within their own authority, still escalate them layer by layer. On the surface, this appears to follow rules and procedures, but in reality, it is about evading risks and transferring responsibility. Phrases like “It’s not about not doing things, but about being afraid of making mistakes” and “As long as the procedure is flawless, that’s the greatest merit” reflect a form of self-protection that essentially amounts to a lack of accountability and inaction, using requests for instructions as a shield.
There is a speculative psychology of seeking recognition. Some officials hope to create an illusion of busyness through repeated requests, thinking, “It’s not about whether subordinates are satisfied, but whether superiors notice.” This is aimed at gaining favor from leaders to advance their own careers.
There is a passive psychology of “being an official without doing anything.” A saying at the grassroots goes: “If you want to stall something, just keep asking for instructions.” This is essentially an excuse for laziness and procrastination. It’s not about not doing the work, but about waiting for a reply, delaying as much as possible. As long as higher-ups haven’t given clear instructions, matters are simply shelved.
There is a dependent psychology driven by a lack of competence. Some party members and officials, when faced with complex situations, prominent contradictions, or issues that draw strong public reaction, easily panic and don’t know where to start, unable to handle the situation. This reveals a deficiency in independent thinking and problem-solving skills, using frequent requests for instructions to mask their fear of incompetence.
All these factors cause certain tasks to fall into a cycle of procedural inertia. Over time, this not only misses opportunities for development but also erodes public trust.
Ultimately, the need to request instructions for everything stems from a misguided view of performance, avoiding responsibility, risk, and conflict. These individuals are focused on their own calculations, wanting only the perks of office without doing the work, only power without accountability, and only recognition without effort.
To break this pattern, a clear orientation must be established, ensuring that officials who dare to take action and responsibility are recognized and empowered. As some grassroots officials admit, “The tasks are heavy, and demands are high; we work hard, but if there’s even a small flaw, we face penalties, causing great psychological pressure.” Strict rewards and punishments, along with a sound mechanism for tolerating mistakes and correcting errors, are needed to break the cycle of “the more dishes you wash, the more you break.” Only then can officials act boldly and take initiative.
In short, requests for instructions are meant to get things done. For grassroots officials, knowing when to ask for instructions and when to implement tasks, taking responsibility for their duties, is what it means to establish and practice a correct view of performance.
