"On 連合 政府" (April 24, 1945), Selected 作品,  Vol. III, p. 257.*

The 集まりs are the real heroes, while we ourselves are often childish and ignorant, and without this understanding it is impossible to acquire even the most rudimentary knowledge.

"Preface and Postscript to 田舎の 調査するs" (March and April 1941), Selected 作品,  Vol. III, p. 12.*

The 集まりs have boundless creative 力／強力にする. They can 組織する themselves and concentrate on places and 支店s of work where they can give 十分な play to their energy; they can concentrate on 生産／産物 in breadth and depth and create more and more undertakings for their own 井戸／弁護士席-存在.

Introductory 公式文書，認める to "黒字／過剰 労働 Has 設立する a Way Out" (1955), The 社会主義者 沸き立つ in 中国's Countryside,  Chinese ed., Vol. II.

The 現在の 沸き立つ of the 小作農民 movement is a colossal event. In a very short time, in 中国's central, southern and northern 州s, several hundred million 小作農民s will rise like a mighty 嵐／襲撃する, like a ハリケーン, a 軍隊 so swift and violent that no 力／強力にする, however 広大な／多数の／重要な, will be able to 持つ／拘留する it 支援する. They will 粉砕する all the trammels that 貯蔵所d them and 急ぐ 今後 along the road to 解放. They will sweep all the 帝国主義のs, 将軍s, corrupt 公式の／役人s, 地元の tyrants and evil gentry into their 墓／厳粛／彫る／重大なs. Every 革命の party and every 革命の comrade will be put to the 実験（する）, to be 受託するd or 拒絶するd as they decide. There are three 代案／選択肢s. To march at their 長，率いる and lead them? To 追跡する behind them, gesticulating and 非難するing? Or to stand in their way and …に反対する them? Every Chinese is 解放する／自由な to choose, but events will 軍隊 you to make the choice quickly.

"報告（する）／憶測 on an 調査 of the 小作農民 Movement in Hunan" (March 1927), Selected 作品,  Vol. I, pp. 23-24.*

The high tide of social 変形 in the countryside, the high tide of co-操作／手術, has already reached some places and will soon sweep over the whole country. It is a 広大な 社会主義者 革命の movement 伴う／関わるing a 田舎の 全住民 of more than soo million, and it has 極端に 広大な／多数の／重要な and world-wide significance. We should give this movement active, enthusiastic and systematic leadership, and not drag it 支援する by one means or another. Some errors are 避けられない in the 過程; this is 理解できる, and they will not be hard to 訂正する. Shortcomings or mistakes 設立する の中で the cadres and the 小作農民s can be 治療（薬）d or 打ち勝つ 供給するd we give them 肯定的な help.

On the Question of 農業の Co-操作／手術  (July 31, 1955), 3rd ed., p. 1.*

The 集まりs have a 潜在的に inexhaustible enthusiasm for 社会主義. Those who can only follow the old 決まりきった仕事 in a 革命の period are utterly incapable of seeing this enthusiasm. They are blind and all is dark ahead of them. At times they go so far as to confound 権利 and wrong and turn things upside 負かす／撃墜する. 港／避難所't we come across enough persons of this type? Those who 簡単に follow the old 決まりきった仕事 invariably underestimate the people's enthusiasm. Let something new appear and they always disapprove and 急ぐ to …に反対する it. Afterwards, they have to 収容する／認める 敗北・負かす and do a little self-批評. But the next time something new appears, they go through the same 過程 all over again. This is their pattern of behaviour in regard to anything and everything new. Such people are always passive, always fail to move 今後 at the 批判的な moment, and always have to be given a 押す in the 支援する before they move a step.

Introductory 公式文書，認める to "This 郡区 Went Co-operative in Two Years" (1955), The 社会主義者 沸き立つ in 中国's Countryside,  Chinese ed., Vol. II.

For over twenty years our Party has carried on 集まり work every day, and for the past dozen years it has talked about the 集まり line every day. We have always 持続するd that the 革命 must rely on the 集まりs of the people, on everybody's taking a 手渡す, and have …に反対するd relying 単に on a few persons 問題／発行するing orders. The 集まり line, however, is still not 存在 完全に carried out in the work of some comrades; they still rely 単独で on a handful of people working in 孤独. One 推論する／理由 is that, whatever they do, they are always 気が進まない to explain it to the people they lead and that they do not understand why or how to give play to the 率先 and creative energy of those they lead. Subjectively, they too want everyone to take a 手渡す in the work, but they do not let other people know what is to be done or how to do it. That 存在 the 事例／患者, how can everyone be 推定する／予想するd to get moving and how can anything be done 井戸／弁護士席? To solve this problem the basic thing is, of course, to carry out 観念的な education on the 集まり line, but at the same time we must teach these comrades many 固める／コンクリート methods of work.

"A Talk to the 編集（者）の Staff of the Shansi-Suiyuan Daily" (April 2, 1948), Selected 作品,  Vol. IV, pp. 241-42.*

Twenty-four years of experience tell us that the 権利 仕事, 政策 and style of work invariably 適合する with the 需要・要求するs of the 集まりs at a given time and place and invariably 強化する our 関係 with the 集まりs, and the wrong 仕事, 政策 and style of work invariably 同意しない with the 需要・要求するs of the 集まりs at a given time and place and invariably 疎遠にする us from the 集まりs. The 推論する／理由 why such evils as dogmatism, empiricism, commandism, tailism, sectarianism, 官僚主義 and an arrogant 態度 in work are definitely harmful and intolerable, and why anyone 苦しむing from these maladies must 打ち勝つ them, is that they 疎遠にする us from the 集まりs.

"On 連合 政府" (April 24, 1945), Selected 作品,  Vol. III, p. 315.

To link oneself with the 集まりs, one must 行為／法令／行動する in 一致 with the needs and wishes of the 集まりs. All work done for the 集まりs must start from their needs and not from the 願望（する） of any individual, however 井戸／弁護士席-意向d. It often happens that objectively the 集まりs need a 確かな change, but subjectively they are not yet conscious of the need, not yet willing or 決定するd to make the change. In such 事例／患者s, we should wait 根気よく. We should not make the change until, through our work, most of the 集まりs have become conscious of the need and are willing and 決定するd to carry it out. さもなければ we shall 孤立する ourselves from the 集まりs. Unless they are conscious and willing, any 肉親，親類d of work that 要求するs their 参加 will turn out to be a mere 形式順守 and will fail.... There are two 原則s here: one is the actual needs of the 集まりs rather than what we fancy they need, and the other is the wishes of the 集まりs, who must （不足などを）補う their own minds instead of our making up their minds for them.

"The 部隊d 前線 in Cultural Work" (October 30, 1944), Selected 作品,  Vol. III, pp. 236-37.*

Our congress should call upon the whole Party to be vigilant and to see that no comrade at any 地位，任命する is 離婚d from the 集まりs. It should teach every comrade to love the people and listen attentively to the 発言する／表明する of the 集まりs; to identify himself with the 集まりs wherever he goes and, instead of standing above them, to immerse himself の中で them; and, によれば their 現在の level, to awaken them or raise their political consciousness and help them 徐々に to 組織する themselves 任意に and to 始める，決める going all 必須の struggles permitted by the 内部の and 外部の circumstances of the given time and place.

"On 連合 政府" (April 24, 1945), Selected 作品,  Vol. III, pp. 315-I6.

If we tried to go on the 不快な／攻撃 when the 集まりs are not yet awakened, that would be adventurism. If we 主張するd on 主要な the 集まりs to do anything against their will, we would certainly fail. If we did not 前進する when the 集まりs 需要・要求する 前進する, that would be 権利 opportunism.

"A Talk to the 編集（者）の Staff of the Shansi-Suiyuan Daily"  (April 2, I948), Selected 作品,  Vol. IV, p. 243.

Commandism is wrong in any type of work, because in overstepping the level of political consciousness of the 集まりs and 侵害する／違反するing the 原則 of voluntary 集まり 活動／戦闘 it 反映するs the 病気 of impetuosity. Our comrades must not assume that everything they themselves understand is understood by the 集まりs. Whether the 集まりs understand it and are ready to take 活動／戦闘 can be discovered only by going into their 中央 and making 調査s. If we do so, we can 避ける commandism. Tailism in any type of work is also wrong, because in 落ちるing below the level of political consciousness of the 集まりs and 侵害する／違反するing the 原則 of 主要な the 集まりs 今後 it 反映するs the 病気 of dilatoriness. Our comrades must not assume that the 集まりs have no understanding of what they themselves do not yet understand. It often happens that the 集まりs はるかに引き離す us and are eager to 前進する a step and that にもかかわらず our comrades fail to 行為／法令／行動する as leaders of the 集まりs and tail behind 確かな backward elements, 反映するing their 見解（をとる）s and, moreover, mistaking them for those of the 幅の広い 集まりs.

"On 連合 政府" (April 24, 1945), Selected 作品,  Vol. III, p. 316.*

Take the ideas of the 集まりs and concentrate them, then go to the 集まりs, persevere in the ideas and carry them through, so as to form 訂正する ideas of leadership - such is the basic method of leadership.

"Some Questions 関心ing Methods of Leadership" (June 1, 1943), Selected 作品,  Vol. III, p. 120.

In all the practical work of our Party, all 訂正する leadership is やむを得ず "from the 集まりs, to the 集まりs". This means: take the ideas of the 集まりs (scattered and unsystematic ideas) and concentrate them (through 熟考する／考慮する turn them into concentrated and systematic ideas), then go to the 集まりs and propagate and explain these ideas until the 集まりs embrace them as their own, 持つ／拘留する 急速な／放蕩な to them and translate them into 活動／戦闘, and 実験（する） the correctness of these ideas in such 活動／戦闘. Then once again concentrate ideas from the 集まりs and oDce again go to the 集まりs so that the deas are persevered in and carried through. And so on, over and over again in an endless spiral, with the ideas becoming more 訂正する, more 決定的な and richer each time. Such is the Marxist theory of knowledge.

Ibid.,  p. 119.

We should go to the 集まりs and learn from them, synthesize their experience into better, articulated 原則s and methods, then do 宣伝 の中で the 集まりs, and call upon them to put these 原則s and methods into practice so as to solve their problems and help them 達成する 解放 and happines.

"Get 組織するd!" (November 29, 1943), Selected 作品,  Vol. III, p. 158.

There are people in our 主要な 組織／臓器s in some places who think that it is enough for the leaders alone to know the Party's 政策s and that there is no need to let the 集まりs know them. This is one of the basic 推論する／理由s why some of our work cannot be done 井戸／弁護士席.

"A Talk to the 編集（者）の Staff of the Shansi-Suiyuan Daily"  (April 2, 1948), Selected 作品,  Vol. IV, p. 241.

In all 集まり movements we must make a basic 調査 and 分析 of the number of active 支持者s, 対抗者s and 中立のs and must not decide problems subjectively and without basis.

"Methods of Work of Party 委員会s" (March 13, 1949), Selected 作品,  Vol. IV, p. 380.

The 集まりs in any given place are 一般に composed of three parts, the 比較して active, the 中間の and the 比較して backward. The leaders must therefore be 技術d in 部隊ing the small number of active elements around the leadership and must rely on them to raise the level of the 中間の elements and to 勝利，勝つ over the backward elements.

"Some Questions 関心ing Methods of Leadership" (June 1, 1943), Selected 作品,  Vol. III, p. 118.

To be good at translating the Party's 政策 into 活動／戦闘 of the 集まりs, to be good at getting not only the 主要な cadres but also the 幅の広い 集まりs to understand and master every movement and every struggle we 開始する，打ち上げる - this is an art of MarxistLeninist leadership. It is also the dividing line that 決定するs whether or not we make mistakes in our work.

"A Talk to the 編集（者）の Staff of the Shansi-Suiyuan Daily"  (April 2, 1948), Selected 作品,  Vol. IV, pp 242-43.

However active the 主要な group may be, its activity will 量 to fruitless 成果／努力 by a handful of people unless 連合させるd with the activity of the 集まりs. On the other 手渡す, if the 集まりs alone are active without a strong 主要な group to 組織する their activity 適切に, such activity cannot be 支えるd for long, or carried 今後 in the 権利 direction, or raised to a high level.

"Some Questions 関心ing Methods of Leadership" (June 1, 1943), Selected 作品,  Vol. III, p. 118.

生産／産物 by the 集まりs, the 利益／興味s of the 集まりs, the experiences and feelings of the 集まりs - to these the 主要な cadres should 支払う／賃金 constant attention.

Inscription for a 生産／産物 展示 sponsored by organizations 直接／まっすぐに under the Central 委員会 of the Party and the General （警察，軍隊などの）本部 of the Eighth 大勝する Army, 解放 Daily  of Yenan, November 24, 1943.

We should 支払う／賃金 の近くに attention to the 井戸／弁護士席-存在 of the 集まりs, from the problems of land and 労働 to those of 燃料, rice, cooking oil and salt.... All such problems 関心ing the 井戸／弁護士席-存在 of the 集まりs should be placed on our 協議事項. We should discuss them, 可決する・採択する and carry out 決定／判定勝ち（する）s and check up on the results. We should help the 集まりs to realize that we 代表する their 利益／興味s, that our lives are intimately bound up with theirs. We should help them to proceed from these things to an understanding of the higher 仕事s which we have put 今後, the 仕事s of the 革命の war, so that they will support the 革命 and spread it throughout the country, 答える／応じる to our political 控訴，上告s and fight to the end for victory in the 革命.

"Be 関心d with the 井戸／弁護士席-存在 of the 集まりs, 支払う／賃金 Attention to Methods of Work" (January 27, 1934), Selected 作品,  Vol. I, p. 149.*