"On 強化するing the Party 委員会 System" (September 20, 1948), Selected 作品,  Vol. IV, pp. 267-68.*

The 長官 of a Party 委員会 must be good at 存在 a "squad leader". A Party 委員会 has ten to twenty members; it is like a squad in the army, and the 長官 is like the "squad leader". It is indeed not 平易な to lead this squad 井戸／弁護士席. Each 地域の bureau or sub-地域の bureau of the Central 委員会 now leads a 広大な area and shoulders very 激しい 責任／義務s. To lead means not only to decide general and specihc 政策s but also to 工夫する 訂正する methods of work. Even with 訂正する general and specihc 政策s, troubles may still arise if methods of work are neglected. To fulfil its 仕事 of 演習ing leadership, a Party 委員会 must rely on its "squad members" and enable them to play their parts to the 十分な. To be a good "squad leader", the 長官 should 熟考する／考慮する hard and 調査／捜査する 完全に. A 長官 or 副 長官 will find it difficult to direct his "squad" 井戸／弁護士席 if he does not take care to do 宣伝 and 組織の work の中で his own "squad members'', is not good at 扱うing his relations with 委員会 members or does not 熟考する／考慮する how to run 会合s 首尾よく. If the "squad members" do not march in step, they can never 推定する／予想する to lead tens of millions of people in fighting and construction. Of course, the relation between the 長官 and the 委員会 members is one in which the 少数，小数派 must obey the 大多数, so it is different from the relation between a squad leader and his men. Here we speak only by way of analogy.

"Methods of Work of Party 委員会s" (March 13, 1949), Selected 作品,  Vol. IV, p. 377.*

Place problems on the （米）棚上げする／（英）提議する. This should be done not only by the "squad leader" but by the 委員会 members too. Do not talk behind people's 支援するs. Whenever problems arise, call a 会合, place the problems on the （米）棚上げする／（英）提議する for discussion, take some 決定／判定勝ち（する）s and the problems will be solved. If problems 存在する and are not placed on the （米）棚上げする／（英）提議する, they will remain 未解決の for a long time and even drag on for years. The "squad leader" and the 委員会 members should show understanding in their relations with each other. Nothing is more important than 相互の understanding, support and friendship between the 長官 and the 委員会 members, between the Central 委員会 and its 地域の bureaus and between the 地域の bureaus and the area Party 委員会s.

Ibid.,  pp. 377-78.

"交流 （警察などへの）密告，告訴（状）." This means that members of a Party 委員会 should keep each other 知らせるd and 交流 見解（をとる）s on 事柄s that have come to their attention. This is of 広大な／多数の／重要な importance in 達成するing a ありふれた language. Some fail to do so and, like the people 述べるd by Lao Tzu, "do not visit each other all their lives, though the crowing of their cocks and the barking of their dogs are within 審理，公聴会 of each other". The result is that they 欠如（する） a ありふれた language.

Ibid.,  P. 378.

Ask your subordinates about 事柄s you don't understand or don't know, and do not lightly 表明する your 是認 or 不賛成.... We should never pretend to know what we don't know, we should "not feel ashamed to ask and learn from people below" and we should listen carefully to the 見解（をとる）s of the cadres at the lower levels. Be a pupil before you become a teacher; learn from the cadres at the lower levels before you 問題／発行する orders.... What the cadres at the lower levels say may or may not be 訂正する, after 審理，公聴会 it, we must analyse it. We must 注意する the 訂正する 見解（をとる）s and 行為／法令／行動する upon them.... Listen also to the mistaken 見解（をとる）s from below, it is wrong not to listen to them at all. Such 見解（をとる）s, however, are not to be 行為／法令／行動するd upon but to be 非難するd.

Ibid.,  pp. 378-79 *

Learn to "play the piano". In playing the piano all ten fingers are in 動議; it won't do to move some fingers only and not others. But if all ten fingers 圧力（をかける） 負かす／撃墜する at once, there is no melody. To produce good music, the ten fingers should move rhythmically and in co-聖職拝命（式）. A Party 委員会 should keep a 会社／堅い しっかり掴む on its central 仕事 and at the same time, around the central 仕事, it should 広げる the work in other fields. At 現在の, we have to take care of many fields; we must look after the work in all the areas, 武装した 部隊s and departments, and not give all our attention to a few problems, to the 除外 of others. Wherever there is a problem, we must put our finger on it, and this is a method we must master. Some play the piano 井戸／弁護士席 and some 不正に, and there is a 広大な／多数の／重要な difference in the melodies they produce. Members of Party 委員会s must learn to "play the piano" 井戸／弁護士席.

Ibid.,  p. 379.

"しっかり掴む 堅固に." That is to say, the Party 委員会 must not 単に "しっかり掴む", but must "しっかり掴む 堅固に", its main 仕事s. One can get a 支配する on something only when it is しっかり掴むd 堅固に, without the slightest slackening. Not to しっかり掴む 堅固に is not to しっかり掴む at all. 自然に, one cannot get a 支配する on something with an open 手渡す. When the 手渡す is clenched as if しっかり掴むing something but is not clenched tightly, there is still no 支配する. Some of our comrades do しっかり掴む the main 仕事s, but their しっかり掴む is not 会社／堅い and so they cannot make a success of their work. It will not do to have no しっかり掴む at all, nor will it do if the しっかり掴む is not 会社／堅い.

Ibid. 

"Have a 長，率いる for 人物／姿／数字s." That is to say, we must …に出席する to the quantitative 面 of a 状況／情勢 or problem and make a basic quantitative 分析. Every 質 manifests itself in a 確かな 量, and without 量 there can be no 質. To this day many of our comrades still do not understand that they must …に出席する to the quantitative 面 of things - the basic 統計（学）, the main 百分率s and the quantitative 限界s that 決定する the 質s of things. They have no "人物／姿／数字s" in their 長，率いるs and as a result cannot help making mistakes.

Ibid.,  pp. 379-80.

"Notice to 安心させる the Public." Notice of 会合s should be given beforehand; this is like 問題／発行するing a "Notice to 安心させる the Public", so that everybody will know what is going to be discussed and what problems are to be solved and can make timely 準備s. In some places, 会合s of cadres are called without first 準備するing 報告（する）／憶測s and 草案 決意／決議s, and only when people have arrived for the 会合 are 一時しのぎの物，策s improvised; this is just like the 説, "軍隊／機動隊s and horses have arrived, but food and fodder are not ready", and that is no good. Don't call a 会合 in a hurry if the 準備s are not 完全にするd.

Ibid.,  p. 380.

"より小数の and better 軍隊／機動隊s and simpler 行政." 会談, speeches, articles and 決意／決議s should all be concise and to the point. 会合s also should not go on too long.

Ibid. 

支払う／賃金 attention to 部隊ing and working with comrades who 異なる with you. This should be borne in mind both in the localities and in the army. It also 適用するs to relations with people outside the Party. We have come together from every corner of the country and should be good at 部隊ing in our work not only with comrades who 持つ／拘留する the same 見解（をとる）s as we but also with those who 持つ／拘留する different 見解（をとる）s.

Ibid. 

Guard against arrogance. For anyone in a 主要な position, this is a 事柄 of 原則 and an important 条件 for 持続するing まとまり. Even those who have made no serious mistakes and have 達成するd very 広大な／多数の／重要な success in their work should not be arrogant.

Ibid. 

Draw two lines of distinction. First, between 革命 and 反対する-革命, between Yenan and Sian. ^[1] Some do not understand that they must draw this line of distinction. For example, when they 戦闘 bureaucraq, they speak of Yenan as though "nothing is 権利" there and fail to make a comparison and distinguish between the 官僚主義 in Yenan and the 官僚主義 in Sian. This is fundamentally wrong. Secondly, within the 革命の 階級s, it is necessary to make a （疑いを）晴らす distinction between 権利 and wrong, between 業績／成就s and shortcomings and to make （疑いを）晴らす which of the two is 最初の／主要な and which 第２位. For instance, do the 業績／成就s 量 to 30 per cent or to 70 per cent of the whole? It will not do either to understate or to overstate. We must have a 根底となる evaluation of a person's work and 設立する whether his 業績／成就s 量 to 30 per cent and his mistakes to 70 per cent, or 副／悪徳行為 versa. If his 業績／成就s 量 to 70 per cent of the whole, then his work should in the main be 認可するd. It would be 完全に wrong to 述べる work in which the 業績／成就s are 最初の／主要な as work in which the mistakes are 最初の／主要な. In our approach to problems we must not forget to draw these two lines of distinction, between 革命 and 反対する-革命 and between 業績／成就s and shortcomings. We shall be able to 扱う things 井戸／弁護士席 if we 耐える these two distinctions in mind; さもなければ we shall 混乱させる the nature of the problems. To draw these distinctions 井戸／弁護士席, careful 熟考する／考慮する and 分析 are of course necessary. Our 態度 に向かって every person and every 事柄 should be one of 分析 and 熟考する／考慮する.

Ibid.,  p. 381.

In the sphere of organization, 確実にする 僕主主義 under centralized 指導／手引. It should be done on the に引き続いて lines:

(1) The 主要な 団体／死体s of the Party must give a 訂正する line of 指導／手引 and find 解答s when problems arise, ーするために 設立する themselves as centres of leadership.

(2) The higher 団体／死体s must be familiar with the 状況／情勢 in the lower 団体／死体s and with the life of the 集まりs so as to have an 客観的な basis for 訂正する 指導／手引.

(3) No Party organization at any level should make casual 決定／判定勝ち（する）s in solving problems. Once a 決定／判定勝ち（する） is reached, it must be 堅固に carried out.

(4) All 決定／判定勝ち（する）s of any importance made by the Party's higher 団体／死体s must be 敏速に transmitted to the lower 団体／死体s and the Party 階級 and とじ込み／提出する....

(5) The lower 団体／死体s of the Party and the Party 階級 and とじ込み／提出する must discuss the higher 団体／死体s' 指示的なs in 詳細（に述べる） ーするために understand their meaning 完全に and decide on the methods of carrying them out.

"On 訂正するing Mistaken Ideas in the Party" (December 1929), Selected 作品,  Vol. I, p. 109.*

公式文書，認める:

1. Yenan was the （警察，軍隊などの）本部 of the Central 委員会 of the 共産主義者 Party of 中国 from January 1937 to March 1947; Sian was the centre of the reactionary 支配する of the Kuomintang in northwestern 中国. Comrade Mao Tse-tung 特記する／引用するd the two cities as symbols of 革命 and counterrevolution. [Go 支援する]