Talking about Cohesion and Fighting Power - Two Experiences of Implementing the Heart to Heart Talk System in Grassroots Troops Heart to heart talk is a powerful tool for breaking ideological barriers, strengthening party spirit concepts, and enhancing the cohesion and fighting power of party organizations. The Regulations on the Work of the Military Committee (Branch) of the CPC clearly stipulates that the Party branch should often carry out heart to heart talks, which should be frank, exchange ideas, exchange opinions and help improve. However, in work practice, some party members and cadres may not have a good grasp of methods and proper handling when conducting heart to heart conversations, resulting in the conversations not playing their due role. In this issue, we invite two grassroots party workers to share their insights and experiences in conducting heart to heart talks through hands-on practice. ——Editor's perception: ① heart to heart talk can not only criticize and communicate frankly, but also talk about quality and efficiency. ■ Narrator Zhang Jinghui, Party branch secretary of Mobil First Company, a brigade of the 82nd Army group. When I first served as the party branch secretary, a live combat drill was about to start. After receiving the task, the party branch immediately organized a heart-to-heart conversation activity to motivate the backbone of party members to play a pioneering and exemplary role in the training. I took the lead in having conversations with multiple backbone party members. During the communication, in order to leave a deep impression on the backbone of party members, I focused on addressing the shortcomings in previous performances and training, and directly criticized the pain points of the problem. Sure enough, some party members lowered their heads in embarrassment when they heard the criticism. I thought the effect had been achieved, but I didn't realize that this approach had brought negative effects. During the drill, a party member squad leader led the soldiers on a mission, but was ultimately judged by the director team as "mission failure" due to not arriving at the assembly area on time. When conducting a rehearsal and leading everyone to analyze and reflect, I heard a response from a soldier. When taking on the task at that time, the squad leader felt that the pre planned alternate route seemed unreasonable, but he dared not raise it, fearing that I would criticize him. From this, I also remembered that the several key members of the party I had previously talked to seemed to have dodged me during the drill. I realized that the previous practice of 'beating the drum and hammering the hammer' in heart-to-heart conversations to motivate them to perform well actually caused them to hesitate and worry more, and to work hard less, failing to show good form in the task. After discovering the problem, I took the initiative to conduct a profound self-criticism during the analysis of the ideological status of party members organized by the branch committee. I have a very sincere attitude and the present branch committee has also expressed their opinions and opinions. It is best not to conduct heart-to-heart conversations in the form of simple criticism. The focus of heart-to-heart conversations is on exchanging ideas, and it is difficult to have a proper effect when preaching with a straight face. The opinions and suggestions put forward by everyone are very relevant, and I have humbly accepted them. Afterwards, I reflected and felt that the failure to carry out this work was due to not being able to grasp the requirements of heart to heart conversations and subconsciously bringing administrative identity into party life. Only by correcting one's thinking, speaking as an ordinary party member, with the aim of helping to improve and reminding, and honestly exchanging ideas with everyone, can heart-to-heart conversations truly play a role. After a period of time, the brigade organized a comprehensive drill for individual equipment, and the professional expert Xiao Shen of the company made an unexpected mistake, resulting in poor performance. At the end of the drill, Xiao Shen was in a low mood, absent-minded in training work, and sometimes avoided tasks