Some Thoughts on How to Appropriately Use Our Manpower

(Minghui.org) In the early years, when there wasn’t enough manpower for our various projects, we primarily used whoever was available to do a job, whether they were qualified or not. Now, we have more practitioners, and I feel it’s time to pay more attention to choosing who is most appropriate and will be effective. One issue I see is that sometimes practitioners use personal connections as the criteria for selecting someone for a task.

Many years ago, although there was a shortage of manpower for our projects, practitioners cooperated well with a pure heart to assist Master in Fa-rectification. The conflicts we had then were primarily due to different understandings of the Fa principles. However, along with an increase in the number of practitioners outside of China, I saw that some of our projects became influenced by everyday people’s mentality and personal relationships. Most of us are not aware that many of our ways of doing things are falling behind the standards of ordinary people’s companies. One thing that stands out is that when someone takes a leadership role, his or her family tends to view themselves as second-in-command, and others also perceive them the same way.

In ancient China, when someone was appointed as Minister, other court officials would not follow his wife’s orders as if she was also in command. However, this phenomenon is quite common these days in our projects, which involve many people. For example, whenever an issue arises, some practitioners tend to contact the coordinator’s family member, which is not only inappropriate but may lead to negative consequences, even if it was expedient at the time.

Years ago, coordinators selected personnel primarily based on consideration of the Fa and the practitioners’ cultivation states. Nowadays, such decisions are often influenced by personal relationships, behavior that is not only off track but can deepens conflicts over time. As a result, time and energy are spent on balancing relationships instead of improving our effectiveness in saving people.

Only when we can address the personnel issues rationally, instead of trying to get an important role so that one can see Master Li and hear what he says to a small circle of people, can we restore reasonable and rational employment practices to ensure better project outcomes and avoid loopholes from occurring here and there.

The phenomenon mentioned above may have a lot to do with the Chinese Communist Party (CCP) culture that is still prominent in many practitioners from mainland China—grab whatever is good for oneself, regardless of the consequences for others. Some coordinators even do things that way. From another perspective, isn’t this a tactic used by the CCP spies who try to control essential resources and positions and push others out? One of the reasons they can do this is because they have taken advantage of Dafa practitioners’ attachment to personal relationships, which they are still reluctant to let go of.

In the end, can we accomplish our mission of assisting Master in Fa-rectification? How much have we failed to achieve? How are we going to report to Master and the sentient beings we are responsible for?