(October 23, 1964)
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Mao Zedong
October 23rd
In developing industry, we must adopt a global perspective and not confine ourselves to the Soviet model. When undertaking any task, one must first be able to perceive it clearly and then have the ability to grasp and carry it out. Both these capacities are essential. Above all, one must be able to see things clearly. If one cannot even discern what needs to be done, there can be no question of taking action.

[ I]
This document consists of two parts. The first is a note written by Mao Zedong on a letter dated October 20, 1964, from Chen Boda—Director of the Political Research Office of the CPC Central Committee and Vice President of the Chinese Academy of Sciences—to Mao, submitting two of his speeches for review. The two speeches are: first, an excerpt of Chen Boda’s remarks at a symposium on the development of the electronics industry held on September 16 of the same year; and second, key points from Chen Boda’s address at a meeting of the Party Leadership Group of the Academy of Sciences on October 7 concerning the reform of scientific research institutions. The second part is a passage revised by Mao Zedong while reviewing the earlier excerpt of those remarks, with the text in Song typeface representing additions and revisions made by Mao.

Many people lack the capacity to perceive—through their senses and understanding—the signs that are already emerging, or even the widespread reality of certain situations. Naturally, they are then unable to take concrete steps to address them. As for “being able to grasp” something, this means grasping the overall situation, which requires a broader, more decisive capability—commonly referred to as having boldness and resolve. Some individuals may indeed recognize certain issues, even going so far as to write extensively about them. However, when it comes to actually implementing solutions, they either fail to act at all, or else tackle only isolated aspects while losing sight of the bigger picture. To truly “grasp” a matter effectively, one must not only be capable of doing so, but also ensure that the approach is correct and that execution is firm and thorough. If one cannot grasp the issue, it is tantamount to doing nothing. If the approach is wrong, it will lead to failure. And if the implementation is lax, that too is equivalent to inaction. Perception itself has its right and wrong forms; incorrect perception is no better than no perception at all, and may even make matters worse. Only by adopting a global outlook—by being able both to see clearly and to act decisively, accurately, and rigorously—while combining resolute, swift action with a realistic, meticulous, and conscientious attitude, can we achieve reliable and rapid industrial development. The Daqing Oilfield serves as a particularly striking example of this principle.