2. In any task, if no general and widespread call is issued, the broad masses cannot be mobilized for action. But if persons in leading positions confine themselves to a general call -- if they do not personally, in some of the organizations, go deeply and concretely into the work called for, make a break-through at some single point, gain experience and use this experience for guiding other units -- then they will have no way of testing the correctness or of enriching the content of their general call, and there is the danger that nothing may come of it.
their personnel. Furthermore, give personal guidance to those in charge to find concrete solutions for the practical problems facing those units. The leaders in every organization, school or army unit must do likewise, as each of these has a number of subordinate units. Moreover, this is the method by which the leaders combine leading and learning. No one in a leading position is competent to give general guidance to all the units unless he derives concrete experience from particular individuals and events in particular subordinate units. This method must be promoted everywhere so that leading cadres at all levels learn to apply it.
3. Experience in the 1942 rectification movement also proves it is essential for the success of the rectification that a leading group should be formed in each unit in the course of the movement, made up of a small number of activists and with the heads of the given unit as its nucleus, and that this leading group should link itself closely with the masses taking part in the movement. However active the leading group may be, its activity will amount to fruitless effort by a handful of people unless combined with the activity of the masses. On the other hand, if the masses alone are active without a strong leading group to organize their activity properly, such activity cannot be sustained for long, or carried forward in the right direction, or raised to a high level. The masses in any given place are generally composed of three parts, the relatively active, the intermediate and the relatively backward.
4. In all the practical work of our Party, all correct leadership is necessarily "from the masses, to the masses". This means: take the ideas of the masses (scattered and unsystematic ideas) and concentrate them (through study turn them into concentrated and systematic ideas), then go to the masses and propagate and explain these ideas until the masses embrace them as their own, hold fast to them and translate them into action, and test the correctness of these ideas in such action. Then once again concentrate ideas from the masses and once again go to the masses so that the ideas are persevered in and carried through. And so on, over and over again in an endless spiral, with the ideas becoming more correct, more vital and richer each time. Such is the Marxist theory of knowledge.
5. The concept of a correct relationship between the leading group and the masses in an organization or in a struggle, the concept that correct ideas on the part of the leadership can only be "from the masses, to the masses", and the concept that the general call must be combined with particular guidance when the leadership's ideas are being put into practice -- these concepts must be propagated everywhere during the present rectification movement in order to correct the mistaken viewpoints among our cadres on these questions. Many comrades do not see the importance of, or are not good at, drawing together the activists to form a nucleus of leadership, and they do not see the importance of, or are not good at, linking this nucleus of leadership closely with the masses, and so their leadership becomes bureaucratic and divorced from the masses. Many comrades do not see the importance of, or are not good at, summing up the experience of mass struggles, but fancying themselves clever, are fond of voicing their subjectivist ideas, and so their ideas become empty and impractical. Many comrades rest content with making a general call with regard to a task and do not see the importance of, or are not good at, following it up immediately with particular and concrete guidance, and so their call remains on their lips, or on paper or in the conference room, and their leadership becomes bureaucratic. In the present rectification movement we must correct these defects and learn to use the methods of combining the leadership with the masses and the general with the particular in our study, in the check-up on work and in the examination of cadres' histories; and we must also apply these methods in all our future work.
6. Take the ideas of the masses and concentrate them, then go to the masses, persevere in the ideas and carry them through, so as to form correct ideas of leadership -- such is the basic method of leadership. In the process of concentrating ideas and persevering in them, it is necessary to use the method of combining the general call with particular guidance, and this is a component part of the basic method. Formulate general ideas (general calls) out of the particular guidance given in a number of cases, and put them to the test in many different units (not only doing so yourself, but by telling others to do the same); then concentrate the new experience (sum it up) and draw up new directives for the guidance of the masses generally. Comrades should do this in the present rectification movement, and also in every other kind of work. Better leadership comes with greater skill in doing this.
7. In relaying to subordinate units any task (whether it concerns the revolutionary war, production or education; the rectification movement, check-up on work or the examination of cadres' histories; propaganda work, organizational work or anti-espionage, or other work), a higher organization and its departments should in all cases go through the leader of the lower organization concerned so that he may assume responsibility; in this way both division of labour and unified centralized leadership are achieved. A department at a higher level should not go solely to its counterpart at the lower level (for instance, a higher department concerned with organization, propaganda or anti-espionage should not go solely to the corresponding department at the lower level), leaving the person in over-all charge of the lower organization (such as the secretary, the chairman, the director or the school principal) in ignorance or without responsibility. Both the person in over-all charge and the person with specific responsibility should be informed and given responsibility.
8. In any given place, there cannot be a number of central tasks at the same time. At any one time there can be only one central task, supplemented by other tasks of a second or third order of importance. Consequently, the person with over-all responsibility in the locality must take into account the history and circumstances of the struggle there and put the different tasks in their proper order; he should not act upon each instruction as it comes from the higher organization without any planning of his own, and thereby create a multitude of "central tasks" and a state of confusion and disorder. Nor should a higher organization simultaneously assign many tasks to a lower organization without indicating their relative importance and urgency or without specifying which is central, for that will lead to confusion in the steps to be taken by the lower organizations in their work and thus no definite results will be achieved. It is part of the art of leadership to take the whole situation into account and plan accordingly in the light of the historical conditions and existing circumstances of each locality, decide correctly on the centre of gravity and the sequence of the work for each period, steadfastly carry through the decision, and make sure that definite results are achieved. This is also a problem of method of leadership, and care must be taken to solve it when applying the principles of combining the leadership with the masses and the general with the particular.
9. Details concerning methods of leadership are not dealt with here; it is hoped that comrades in all localities will themselves do some hard thinking and give full play to their own creativeness on the basis of the principles here set forth. The harder the struggle, the greater the need for Communists to link their leadership closely with the demands of the vast masses, and to combine general calls closely with particular guidance, so as to smash the subjectivist and bureaucratic methods of leadership completely.