However, with the development of modern social science, people feel more and more that social science must have its own complete methodology in order to develop healthily. What this paper is going to discuss is this kind of scientific logic, which is considered as the patent of natural science and can still take root and sprout in the field of social science, and it is essential.
Second, the necessity of applying scientific logic in administrative decision-making.
Decision-making is a process in which decision-makers choose a possible action plan according to their own conditions and environment. It is a science that studies the general law of decision-making and guides people to implement reasonable decision-making. Therefore, decision-making should be a social science, and because decision-making is not "observable" like other experimental sciences, decision-making is also a human advanced thinking activity. This kind of thinking activity of people should not only consider the previous experience and facts, but also pay attention to the current social environment and make a basic prediction of the possible impact in the future. In particular, the administrative decision-making of government behavior is related to the vital interests of the broad masses of the people, so the administrative decision-making must be a scientific and logical thinking process and take care of the wishes of the broad masses of the people. Thus, scientific logic can play an important role in administrative decision-making.
From another point of view, the so-called logical thinking mode refers to the thinking mode that forms, laws and methods of logical thinking interact to guide human beings to understand and transform the world. Specifically, it includes knowledge, experience, participation in problem scenarios and speculation about the outcome of things. Administrative decision-making itself is an analytical and comprehensive process from experience to reality and then to the future. Therefore, the process of administrative decision-making must also be a process of logical thinking.
Third, scientific logic requires the combination of procedural and non-procedural administrative decisions.
Procedural decision-making refers to decisions that are repeated, have a certain structure and can be solved through certain procedures. Because scientific logic is a science about thinking, human thinking activities should follow certain laws. This rational form requires that the administrative decision-making process must also follow a certain procedure and run accurately in this procedure, so as to draw a reasonable decision.
For example, in daily administrative activities, some or most of them can be repeated (such as the annual summary report of the government, the general election of government officials, the appointment of general positions, etc.). ), and these administrative decisions should be made according to certain procedures, and accurate and reasonable arrangements should be made according to various data. Only in this way can we avoid unnecessary deviation in administrative decision-making and meet the requirements of logic and rationality.
However, on the other hand, because administrative decision-making is faced with a complex and changeable information society, it is far from enough to analyze and process information only in a programmed way. Especially in an emergency, when a decision must be made quickly, it is impossible to make a decision according to the original series of procedures. For example, in the 98 Yangtze River flood, in every emergency, the decision-making level of our party and government fully demonstrated its decision-making wisdom. It is envisaged that
Non-procedural decision-making refers to poorly structured and repetitive decisions that are usually necessary and important. Therefore, when there are some new problems in decision-making, that is, problems that have never been encountered in previous decision-making, it is also very necessary to break the procedure and make administrative decision-making more flexible, flexible and creative. For example, at the Third Plenary Session of the Eleventh Central Committee, Deng Xiaoping and other central leaders made major decisions on reform and opening up. Such a decision is of epoch-making significance and unprecedented and creative. Therefore, it can't be decided through a very procedural process, and we can only "cross the river by feeling the stones". Otherwise, everything according to the rules will only "delay the fighter."
In this sense, the procedural breaking of administrative decision-making does not violate the rationality of scientific logic, on the contrary, it is an important embodiment of logical rationality, because scientific thinking requires people not only to act according to certain laws, but also to give full play to their subjective creativity and not to be slaves to the laws.
Fourth, scientific logic requires administrative decision-making to abandon the principle of optimization and strive for satisfaction.
As we all know, in most important administrative decisions, most of them are uncertain decisions, which are mainly caused by the following aspects: First, administrative decisions need sufficient information, but for many problems, especially sudden problems or emerging problems, the information of decision makers is often incomplete, and even some information is wrong; Secondly, administrative decision-making is a process of collective decision-making rather than individual decision-making, so there is a certain interaction between decision makers, and this interaction cannot be absolutely coordinated. Therefore, based on the above reasons, the optimal decision can never be achieved. In decision-making practice, administrative decision-making must be carried out in an uncertain state. If we wait until we are close to the optimal decision, then we will never be able to make a decision.
Our party and government have made too many such mistakes in history. For example, in the 1950s and 1960s, we proposed "catching up with Britain and catching up with the United States", "running into socialism" and "how bold people are, how high their productivity is" ... All these administrative decisions are blindly pursuing the so-called optimization. In this kind of administrative decision-making, especially when it comes to national policies, it is unrealistic to blindly pursue "optimization". Therefore, we
Fifth, the application of illogical-intuitive and emotional factors in administrative decision-making
Although administrative decision-making in strict accordance with the scientific way of thinking can reduce mistakes and achieve accuracy, decision-making is, after all, human action, and people are not produced regularly according to machines. Therefore, in the process of administrative decision-making, people's subjective factors cannot be ignored. "We believe that it is difficult to define interpersonal interaction and scenarios on the road of scientific administrative decision-making. In the process of administrative decision-making caused by cultural background, value choice and many other factors, preference integration must be strengthened. At the same time, preference integration methods used in administrative decision-making in real life have increased. In particular, all kinds of mistakes made by administrative departments and interest groups in China are related to the fact that preferences have not been improved to a good integration. Therefore, from the perspective of behavioral decision-making theory and psychological decision-making, this paper studies the preference integration in the process of administrative decision-making to avoid administrative decision-making mistakes.
According to Max Weber's behavior types, people's actual actions can be divided into four types: behaviors with reasonable values, behaviors with reasonable goals, traditional behaviors and emotional behaviors. The first two are rational behaviors, and the latter two are perceptual behaviors. As far as decision-making behavior is concerned, it is generally rational behavior. The non-personality factors and interest relations of rational people in their activities lead to irrational tendencies and perceptual actions.
Rationality has become the goal pursued by people, but various administrative decision support systems created under the guidance of rational desire can not completely solve the problems in real life. In administrative decision-making, perceptual people and rational people are intertwined, which not only lays risks for decision-making, but also leaves room for us to study decision-making science and prevent risks. Therefore, in administrative decision-making, we should give full play to the positive role of people's "illogical factors". Give full play to people's advantages as "thinking animals" and make administrative decision-making more optimized and feasible. At the same time, we should prevent people from exaggerating subjective emotional factors in the decision-making process. Although subjective intuition and emotional factors can lead to innovation, the objective environment can not be ignored.
On the other hand, although intuitive and emotional factors in administrative decision-making are a source of innovation inspiration for decision-makers, they will also become the chief culprit of unfair administrative decision-making due to the temptation of personal interests. Therefore, the application of intuition and emotional factors should be carried out under the guidance of certain scientific mechanisms. Therefore, from a higher level, the application of this non-logical factor must be carried out in a larger logical scope.
Sixth, the generation and avoidance of the illusion of decision makers in administrative decision-making
The illusion in administrative decision-making refers to a cognitive bias, which can also be called cognitive bias. Prejudice is different from mistakes, which are produced unconsciously, just like people look at things. However, the existence of this illusion is likely to bring immeasurable losses to administrative decision-making.
There are many reasons why cognitive bias in administrative decision-making causes the illusion of decision-makers. According to the process of administrative decision-making, it can be divided into: cognitive bias in the stage of information acquisition; Cognitive bias in information processing stage; Cognitive bias in the information output stage; Cognitive bias in information feedback stage. Let's use some specific historical events to illustrate it.
At the end of 1950s, an upsurge of "exaggeration" appeared in the vast rural areas of China. At that time, there was a super-historical record of "per mu yield130 thousand Jin", and absurd slogans such as "how bold people are, how big the land is" can be seen everywhere. Analyzing this historical phenomenon, we can find that, firstly, administrative decision makers have made cognitive mistakes in information processing, because foreign capitalism has a high yield per mu, while society. Therefore, productivity must be higher than capitalism. Therefore, some unrealistic administrative goals are stipulated in administrative decision-making. There is an illusion of "wishful thinking" in information output, thinking that things will appear according to their own wishes, thinking that everything in the future is in their own hands, and strongly demanding that people complete it with good quality and quantity. On the other hand, the broad masses of people, inspired by "revolutionary enthusiasm", "actively responded to the party's call", so in the feedback of information, it caused the illusion of administrative decision-makers, thinking that such administrative goals had really been achieved, absorbing this information, and then putting forward higher indicators in the next administrative decision. This vicious circle led to many absurd and tragic events that year.