Innovate the way we go to the grassroots.

The foundation is what serves as the basis for the existence and development of those built upon it or upon it. The foundation is the lowest-level unit, directly carrying out activities such as production and work within an organizational system, in relation to higher-level leadership. The foundation is the vibrant manifestation, the "mirror reflecting," of the policies, strategies, and activities of the entire political system.

No matter how correct, good, or well-structured a policy, resolution, project, or plan may be, if the people don't understand, believe in, or implement it, it will remain just on paper. For policies and resolutions to become reality, they must be manifested through a revolutionary movement at the grassroots level.

The Nghe An Plant Breeding Center, in collaboration with the Department of Agriculture and Rural Development, organized a field workshop. (Illustrative image)

Going to the grassroots. This is something that all levels have advocated and refined over the past decades. There have been policies that were concisely stated for easy memorization and implementation, such as "eating together, living together, working together," "on-site workshops," "hands-on guidance," "listening to the people, explaining so the people understand, and earning the people's trust,"... President Ho Chi Minh taught cadres to "think with their minds, observe with their eyes, listen with their ears, walk with their feet, speak with their mouths, and work with their hands..." Yet, when self-criticism is conducted according to the spirit of Central Resolution 4, many cadres at every level admit, or are criticized for, that they "have not devoted adequate time to going to the grassroots." This is not only a reality but also a seemingly "acceptable" shortcoming, one that sounds "innocent" at first glance.

In fact, there have been officials who, upon arriving at the grassroots level, have made insightful observations, providing the local communities with a comprehensive perspective, pointing out effective and efficient practices, and earning the respect of both officials and the people. Some good policies and actions have been formulated, replicated on a wider scale, and proven very practical.

However, there are also officials who go to the grassroots level but do nothing to help, instead discouraging the local communities. Some officials lack a firm grasp of policies and procedures – superiors fail to guide their subordinates. Some officials act superior, using their position to boss others around. Some officials suggest kickbacks, bribes, lavish meals, and cause trouble, corrupting even lower-level officials. There's the phenomenon of "regular visits to the grassroots," but at the end of the month or quarter, the reports and briefings only present the same sentiments: "The people are united, enthusiastic, and trusting..." However, the weather is unfavorable; the price of supplies is high; there is a risk of disease outbreaks in crops and livestock; many cases of corruption and misconduct reported in the press are causing public anxiety... these become recurring themes everywhere. Meanwhile, in many cases, people are confused, not knowing who to ask for help, and even complain for months without knowing who is responsible.

Visiting the grassroots level requires a clear definition of purpose and requirements – what is the purpose of the visit? Is it to identify problems, to draw lessons learned, to supervise, inspect, resolve difficulties, or to provide guidance on implementation? Superiors must assign tasks according to the purpose of the work, matching the expertise, capabilities, and strengths of the staff. The purpose and content must be clearly defined, and only then can a specific schedule and methods be determined.

New and innovative ideas are like budding sprouts. If discovered at the right time, nurtured, and shaped, they will flourish. However, if new ideas encounter conservative, dogmatic, stereotypical, prejudiced, or cold views, they are easily withered and destroyed.

If problems, difficulties, and obstacles are detected early and addressed promptly, they can be easily contained, turning major issues into minor ones, and minor issues into no issues at all, preventing small problems from escalating into major ones.

New policies and initiatives, if widely publicized, thoroughly explained, and systematically promoted, will be easier for people to understand, trust, and act upon effectively.

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If officials simply carry umbrellas to their offices, "studying and scraping paper," they will become bureaucratic, detached from reality, and alienated from the people. Officials who are detached from reality and the people are very dangerous.

The right way to go to the grassroots stems from the heart and vision of the superiors and each individual official. If we just keep using the slogan "Focus on the grassroots," and before the previous person arrives, the next one has already come, wouldn't that lead to a situation where "when you leave, the people stay; when you stay, the people leave"?