Working with A Plan and Goal
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You are always in bustle, you have hardly have time to breathe, you are in a situation like burning the candle at both ends. Yet, despite all this hustle and nonstop work, you can't get the success you want and can't achieve the productivity you expect. You can't catch up with the pace of the political developments, you are confused about how to react to which developments and you are exhausted running from one action to another! Is that so?
Like a ship lost her route, are you heading wherever the tides and wind brandish you, do you find yourself dealing with whatever the issue knocks your door?
Do you find yourself struggling with an unexpected technical problem instead of being prepared for a meeting which will play an important role in political and organizational work?
Do you catch yourself dealing with daily chores suddenly instead of participating an important educational work?
Is the feeling of failure, unproductiveness and dissatisfaction not letting you go even though you are always on the move and you put an intense effort?
If you don't stick to a goal and you are lack of a plan, then working hard, being in a constant bustle don't give any revolutionary results. It is very normal that an aimless, horizonless, visionless praxis would create such that feelings and thoughts. There is no doubt that you act completely with revolutionary intentions. The revolutionary character of the content of your actions is crystal clear. However, like any other unplanned action and tendency which do not stick to a goal, your praxis as well becomes doomed to affect as a narrow practitioner.
Because it is like this, it is an energy-wasting mode which develops neither the individual nor the action. The deadlock resulted by this narrow practitioner mode awakes a feeling of repetition in the cadres and generates an image of 'failure' and 'incapability'.
Although the narrow practitioner mode of working is actually a projection of the individual and his/her action, it all starts in the mind. Despite the dimensions regarding changing the external conditions surrounding the individual and the organization, essentially, a mentality change is a must for a radical rupture. Without creating a transformation in the essence of the viewpoint, no matter how deeply the external conditions and the basis producing the narrow practitioners constantly are changed, the same horizonless bustle continues. As long as the narrow practitioner mode is not defeated in the mind, even if the conditions are changed, the individual continues to carry the same mentality to every field he/she goes.
Working with A Plan and Goal is the Antidote of the Mode of Narrow Practitioner
Working with a plan and goal is one of the main factors conditioning the revolutionary productivity and success. The success of the organizational leadership and of each cadres is directly dependent on settling and developing the mode of working with a plan and goal.
Working with a plan and goal is the claim of winning the future on contrary to the narrow practitioner mode which actually focuses on saving the day.
What should we understand from working with a plan and goal and what should we be careful about?
Above all, it is needed to believe the necessity and benefit of working with a plan and goal. As the mental clarity brings the self-control of the individual, an opposite situation brings the surrendering the conditions quickly. We can put our central point as this: 'the worst plan is better than no plan'. Without considering whether it is good or bad, if you have a plan, this means you know what you want and where you want to reach. Yet, if you don't have any kind of plan, if you are lack of clarity about goals, you either join the plans of others or flow towards wherever the life drags you. Like a tiny branch dropped on the river, you keep rolling tied to the direction of the water and the speed of the wind.
Being dragged, as a matter of fact, conditions quiting from being a subject and becoming an object.
You have to have a plan no matter what. This plan may carry some holes, some missing points, etc. Holes and missing points can be recovered in the movement of the political work and in the richness of life and the organizational work. As long as we have a plan we believe to get results.
We must have daily, weekly, monthly, six-monthly plans.
From where to where do we want to reach in six months, what goals do we want to achieve?
How many books do you plan to read?
What do we put ahead of us to develop our writing skills? How many writings do we plan to write in a month?
In which educational works are we going to participate in a week? In our organizational unit, how many meetings will we realize in fifteen days? With which comrades are we going to make bilateral meetings in a one-week time and what will be the content of these meetings?
Do we have a concrete idea how we spend one day? Starting from the time we wake up, to the hours we read, including the time of each of our rendezvous, technical practical works, etc., do we have concrete plan for all of these?
More questions can be enumerated depending on the tasks we undertake or the genuineness of the field we work or our experiences, etc. What is important here is having daily, weekly, monthly, six-monthly, yearly plans in the context of our revolutionary tasks.
We need to have a mechanism, a method of a self-control for our plans in order not to let any kind of spontaneity. This is necessary to check the harmony of our praxis with our plans and to see the results we reach. Such a control activity lays bare the harmony and the conflicts between our plans and praxis, and is important in terms of consistency and a continuity of will.
Order of Priorities
Another necessity as important as making plans and the quality of planned working, is defining the priorities correctly. Ordering priorities is a sign of the clarity of goals. And clarity of goals conditions locking on the target. Do we have to solve an organizational problem in this week? Then, that organizational problem is our first priority in weekly planning. Is some organizational issue not tolerable with the time? It must get the value it deserves in our priority order.
Order of the priorities ensures to separate what is essential and what is subsidiary, what is time-tolerant and what is urgent, and provides us to use our energy efficiently.
While making a plan, we must keep a good balance between realism and the claim. Those plans detached of the reality of cadres and organization, exaggerated, claiming to be perfect are not only fail to be carried out, but at the same time, they cause demoralization and loss of motivation. For this reason, the correctness is not rated with its perfection, but its applicability. Of course, it has nothing to do with legitimizing the claimlessness in the name of 'realist' plans. The plans must be in a mode which is appropriate to the realities of the cadre and organization and also challenges this reality. The path for development opens as much as this balance is held.
Making daily, weekly, monthly plans is important as they show a claim and tendency, but clearly, what has the main importance is the determination of realizing the declared plans. Because making plans and defining goals are not so difficult. What is difficult is developing a will to realize the plans. Revolutionary will and determination put forth in bringing plans to life is the insurance of the success of them. For instance, it is not that much rare among us, coming up with 'perfect' plans almost every week or every month with a claim saying "This time, I will realize them all" but then forget all those at one side.
Even, it is known the existence of those who spend incredible times on writing what they will do hour by hour, day by day, yet leaving there instantly without even ink drys out. Clearly, it is nothing but the loss of credibility of words. And it does not result in anything but revolutionary verbalism.
We may have a clear mindset in both making plans and being loyal to these plans and may perform a serious will of their application. But, despite all these, the speed and the course of political developments or other emerging organizational problems may cause us to make compulsory changes in our plans. Certainly, we will not think mechanically but quickly organize ourselves or the organizational unit that we belong according to the developments. Giving quick reflexes to the new developments, responding to the need of the processes are as important as the uninterruptedness of the plans. Our main criteria here is not deviating from our main target and not detaching from the goal. If we are clear on this issue, momentary disruptions in our plans or changes will not be decisive and we will not fall into any kind of spontaneity in the process management.
We are not Discussing A Technical-Practical Issue, No!
Both the narrow practitioner mode and working with a plan and goal fall onto an ideological stance. As the cadres of a party which are depicting the actuality of the revolution all the time and organize their existence and opportunities according to this reality, we are talking about a completely ideological field.
Defined with the different tones and types of horizonlesness and aimlessness, the narrow practitioner mode cannot go beyond saving the moment, saving the day and it creates a cadre type who cannot escape from the claws of revolutionary spontaneity.
Working with a plan and goal, on the other hand, ensures the strategical viewpoint and non-detachment from the goal and creates cadres who adapt their actions and mode of thinking according to this viewpoint.
The question is this; will we let our energy or even our revolutionariness be consumed inside the gears of the narrow practitioner mode of working or will we show a will to manage our individual development or the development of the organizational unit we take place in a revolutionary mode by insisting on working with a plan and goal?
As a revolutionary cadre, it should be clear which way must be followed. Beyond that? What is beyond is the richness of the revolutionary activity and the experience we get in the struggle.

 

 

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Working with A Plan and Goal
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You are always in bustle, you have hardly have time to breathe, you are in a situation like burning the candle at both ends. Yet, despite all this hustle and nonstop work, you can't get the success you want and can't achieve the productivity you expect. You can't catch up with the pace of the political developments, you are confused about how to react to which developments and you are exhausted running from one action to another! Is that so?
Like a ship lost her route, are you heading wherever the tides and wind brandish you, do you find yourself dealing with whatever the issue knocks your door?
Do you find yourself struggling with an unexpected technical problem instead of being prepared for a meeting which will play an important role in political and organizational work?
Do you catch yourself dealing with daily chores suddenly instead of participating an important educational work?
Is the feeling of failure, unproductiveness and dissatisfaction not letting you go even though you are always on the move and you put an intense effort?
If you don't stick to a goal and you are lack of a plan, then working hard, being in a constant bustle don't give any revolutionary results. It is very normal that an aimless, horizonless, visionless praxis would create such that feelings and thoughts. There is no doubt that you act completely with revolutionary intentions. The revolutionary character of the content of your actions is crystal clear. However, like any other unplanned action and tendency which do not stick to a goal, your praxis as well becomes doomed to affect as a narrow practitioner.
Because it is like this, it is an energy-wasting mode which develops neither the individual nor the action. The deadlock resulted by this narrow practitioner mode awakes a feeling of repetition in the cadres and generates an image of 'failure' and 'incapability'.
Although the narrow practitioner mode of working is actually a projection of the individual and his/her action, it all starts in the mind. Despite the dimensions regarding changing the external conditions surrounding the individual and the organization, essentially, a mentality change is a must for a radical rupture. Without creating a transformation in the essence of the viewpoint, no matter how deeply the external conditions and the basis producing the narrow practitioners constantly are changed, the same horizonless bustle continues. As long as the narrow practitioner mode is not defeated in the mind, even if the conditions are changed, the individual continues to carry the same mentality to every field he/she goes.
Working with A Plan and Goal is the Antidote of the Mode of Narrow Practitioner
Working with a plan and goal is one of the main factors conditioning the revolutionary productivity and success. The success of the organizational leadership and of each cadres is directly dependent on settling and developing the mode of working with a plan and goal.
Working with a plan and goal is the claim of winning the future on contrary to the narrow practitioner mode which actually focuses on saving the day.
What should we understand from working with a plan and goal and what should we be careful about?
Above all, it is needed to believe the necessity and benefit of working with a plan and goal. As the mental clarity brings the self-control of the individual, an opposite situation brings the surrendering the conditions quickly. We can put our central point as this: 'the worst plan is better than no plan'. Without considering whether it is good or bad, if you have a plan, this means you know what you want and where you want to reach. Yet, if you don't have any kind of plan, if you are lack of clarity about goals, you either join the plans of others or flow towards wherever the life drags you. Like a tiny branch dropped on the river, you keep rolling tied to the direction of the water and the speed of the wind.
Being dragged, as a matter of fact, conditions quiting from being a subject and becoming an object.
You have to have a plan no matter what. This plan may carry some holes, some missing points, etc. Holes and missing points can be recovered in the movement of the political work and in the richness of life and the organizational work. As long as we have a plan we believe to get results.
We must have daily, weekly, monthly, six-monthly plans.
From where to where do we want to reach in six months, what goals do we want to achieve?
How many books do you plan to read?
What do we put ahead of us to develop our writing skills? How many writings do we plan to write in a month?
In which educational works are we going to participate in a week? In our organizational unit, how many meetings will we realize in fifteen days? With which comrades are we going to make bilateral meetings in a one-week time and what will be the content of these meetings?
Do we have a concrete idea how we spend one day? Starting from the time we wake up, to the hours we read, including the time of each of our rendezvous, technical practical works, etc., do we have concrete plan for all of these?
More questions can be enumerated depending on the tasks we undertake or the genuineness of the field we work or our experiences, etc. What is important here is having daily, weekly, monthly, six-monthly, yearly plans in the context of our revolutionary tasks.
We need to have a mechanism, a method of a self-control for our plans in order not to let any kind of spontaneity. This is necessary to check the harmony of our praxis with our plans and to see the results we reach. Such a control activity lays bare the harmony and the conflicts between our plans and praxis, and is important in terms of consistency and a continuity of will.
Order of Priorities
Another necessity as important as making plans and the quality of planned working, is defining the priorities correctly. Ordering priorities is a sign of the clarity of goals. And clarity of goals conditions locking on the target. Do we have to solve an organizational problem in this week? Then, that organizational problem is our first priority in weekly planning. Is some organizational issue not tolerable with the time? It must get the value it deserves in our priority order.
Order of the priorities ensures to separate what is essential and what is subsidiary, what is time-tolerant and what is urgent, and provides us to use our energy efficiently.
While making a plan, we must keep a good balance between realism and the claim. Those plans detached of the reality of cadres and organization, exaggerated, claiming to be perfect are not only fail to be carried out, but at the same time, they cause demoralization and loss of motivation. For this reason, the correctness is not rated with its perfection, but its applicability. Of course, it has nothing to do with legitimizing the claimlessness in the name of 'realist' plans. The plans must be in a mode which is appropriate to the realities of the cadre and organization and also challenges this reality. The path for development opens as much as this balance is held.
Making daily, weekly, monthly plans is important as they show a claim and tendency, but clearly, what has the main importance is the determination of realizing the declared plans. Because making plans and defining goals are not so difficult. What is difficult is developing a will to realize the plans. Revolutionary will and determination put forth in bringing plans to life is the insurance of the success of them. For instance, it is not that much rare among us, coming up with 'perfect' plans almost every week or every month with a claim saying "This time, I will realize them all" but then forget all those at one side.
Even, it is known the existence of those who spend incredible times on writing what they will do hour by hour, day by day, yet leaving there instantly without even ink drys out. Clearly, it is nothing but the loss of credibility of words. And it does not result in anything but revolutionary verbalism.
We may have a clear mindset in both making plans and being loyal to these plans and may perform a serious will of their application. But, despite all these, the speed and the course of political developments or other emerging organizational problems may cause us to make compulsory changes in our plans. Certainly, we will not think mechanically but quickly organize ourselves or the organizational unit that we belong according to the developments. Giving quick reflexes to the new developments, responding to the need of the processes are as important as the uninterruptedness of the plans. Our main criteria here is not deviating from our main target and not detaching from the goal. If we are clear on this issue, momentary disruptions in our plans or changes will not be decisive and we will not fall into any kind of spontaneity in the process management.
We are not Discussing A Technical-Practical Issue, No!
Both the narrow practitioner mode and working with a plan and goal fall onto an ideological stance. As the cadres of a party which are depicting the actuality of the revolution all the time and organize their existence and opportunities according to this reality, we are talking about a completely ideological field.
Defined with the different tones and types of horizonlesness and aimlessness, the narrow practitioner mode cannot go beyond saving the moment, saving the day and it creates a cadre type who cannot escape from the claws of revolutionary spontaneity.
Working with a plan and goal, on the other hand, ensures the strategical viewpoint and non-detachment from the goal and creates cadres who adapt their actions and mode of thinking according to this viewpoint.
The question is this; will we let our energy or even our revolutionariness be consumed inside the gears of the narrow practitioner mode of working or will we show a will to manage our individual development or the development of the organizational unit we take place in a revolutionary mode by insisting on working with a plan and goal?
As a revolutionary cadre, it should be clear which way must be followed. Beyond that? What is beyond is the richness of the revolutionary activity and the experience we get in the struggle.