What is a power vacuum, and the prevention of a power vacuum

It's just not **. There is no ** time. There are multiple parties, but they just don't.

I think it should be the one who enjoys the rights and does not fulfill the obligations.

has a title but no real power, like the emperor Daoguang during the Cixi period, who has no real power.

Judging from the principle of top-level design, there is no real power vacuum in the party, military, and political system. However, in the functional departments of organs that implement the one-long system (i.e., the highest administrative post of the unit and the main post within the party are combined into one), when the main post is vacant for a short period of time, and the temporary authorization of the deputy members is not clear, and the boundary of power and responsibility is not clear, a short-term power vacuum may objectively exist. Leaders of party committees at all levels should attach great importance to this and take effective measures to prevent it.

Decentralization of voice is combined with centralized decision-making.

On the one hand, it is necessary to give the right to speak to all members, so that everyone has the right to speak, suggest, and judge, instead of forcibly guiding, deliberately misleading or even relying on power to deprive the masses of the right to speak, and everyone's participation does not necessarily bring chaos and disorder. On the contrary, the greater the space for the masses to speak, the more fully discussed and deliberated, and the more transparent and smooth the handling of these procedural issues.

On the other hand, it is necessary to expand the scope of participation in centralized decision-making, and in the case that the prestige and credibility of the deputy post are relatively limited, after full deliberation and preparation, it is advisable to adopt the method of giving priority to the deputy post and absorbing the participation of the business supervisor at the next level to make collective decision-making on an equal footing. This top-down and bottom-up approach may bring about the problem of low timeliness, but weighing the pros and cons, as long as it is not a work with particularly strong timeliness requirements, it is still feasible overall.

Vertical intervention is combined with off-site guidance at the same level.

When there is a vacancy (or absence) in the main position of an organ or department, the specific business department of the organ shall actively report to the leader in charge of the work at the next higher level, and listen to the opinions and suggestions on the handling of major issues;Timely contact with the main staff of the department in other places and accept their remote guidance will not only help to straighten out the working relationship, actively and steadily deal with problems, but also avoid the phenomenon of being at a loss, coping with prevarication, and having multiple policies.

There are two things worth noting:

First, we should be vigilant against self-centeredness. It is necessary to prevent the person in charge of the charge from being regarded as "sealing the management" and the "field of responsibility" as "self-reserved land", not asking for instructions or reporting on major issues, or covering up and delaying in disguise when the leaders at the higher level are asking questions, and intentionally or unintentionally forming a small circle that cannot be asked by the superiors, is not known to outsiders, and operates according to unspoken rules.

The second is to overcome the small details. We cannot ignore the basic requirements of hierarchical management, give up the responsibilities that should be borne by the level, and push all the big and small problems to the superiors on the grounds of strengthening the request for instructions and reporting, regardless of the priority of the work. This not only involves the energy of the superior leaders, but also weakens the play of their own initiative.

Since the overthrow of Saddam's regime, there has been a power vacuum in Iraq, and the establishment of a functioning temporary management agency has become a top priority.

As a result of the power vacuum that arose in Iraq after the war, not only was there chaos in various parts of Iraq, but the daily lives of Iraqis were also affected, with no place to receive civil servants' salaries, departmental expenses, pensions.

A similar power vacuum can be found everywhere: Iraq's judicial system has no judges; Hospitals are barely receiving funding; The tragically damaged communication system was left unmanaged; Since the war almost brought business and production to a standstill, the tax authorities were also unable to start working.

Ghana, the U.S. Department of Defense's designated representative for post-war reconstruction and humanitarian assistance in Iraq, expects that Iraq's most advanced ministries will be functioning effectively with the emergence of the Provisional Institutions formed by the Reconstruction Office. The Provisional Institutions will eventually give way to the Iraqis themselves elected**.

But Shia Muslim leaders are forming committees in the major stumbling cities of southern Iraq, paying civil servants and defending the ** building with their own militia; The city of Bagubai, north of Baghdad, is being ruled by Sunni and Shia Muslim leaders, tribal leaders and opposition political groups. On June 13, 2010, Belgium** held a power vacuum in national politics due to serious differences between political parties on the reform of the national system, which led to the inability to form a new federation**. Since then, King Albert II of Belgium has appointed Diruber as the coordinator of the federal government, which was completed on December 5, 2011.

The new Belgian cabinet, headed by Elio DiRube, will be sworn in here on December 7, making the country a world record of more than 540 days without a single day.