Civil Service Open Selection (China) - independent foundations cheat sheet

Define the outcome and comparison before explaining a trend.

Distinguish root conditions, direct triggers and evidence of a mechanism.

Evaluate efficiency, equity and accountability separately.

Outputs, outcomes and attributable impacts are different claims.

A general policy framework does not create legal authority.

Map each action to an evidenced bottleneck.

Specify responsibility, resources, dependencies and follow-up.

Do not substitute training for a process or incentive problem.

Measure user outcomes alongside implementation outputs.

Keep emergency actions within verified roles and specialist procedures.

Match genre and structure to purpose and audience.

Distinguish a proposal, an authorized decision and a factual report.

Make service changes and actionable instructions easy to locate.

Consult the primary rules for actual Chinese official-document requirements.

Clarity and accuracy matter more than decorative parallel phrasing.

Differentiate analytical stakeholder interests from actual legal authority.

Power-interest mapping must not erase vulnerable affected groups.

Communicate verified facts, boundaries and uncertainty to the actual audience.

Reputation management includes operational correction and accountable follow-up.

Turnover uses average employees; absenteeism uses possible working days.

Job description = duties; person specification = candidate attributes.

Herzberg separates hygiene factors from motivators; pay alone is hygiene.

Leadership style should be matched to task, workforce skill and time pressure.

Redundancy and dismissal have different legal and motivational implications.

A business model connects customer value, delivery, resources, costs and revenue; its assumptions require evidence.

Porter's generic strategies require a clear basis for competitive advantage.

Expected value weights outcomes by probability but ignores risk attitude.

Suitability, acceptability and feasibility structure strategy evaluation.

Implementation fails when culture, structure and resources are misaligned.