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Next, let’s discuss in detail the issue of team building and management. The author summarizes it as “substance, simplicity, plainness, harmony, and variation”. The main task of the actual team is to carry out tasks, which are specific and complex. They are all practical; there’s no need for pretense or new concepts. Managers at the level of department heads and above should adopt a practical attitude toward team building and management tasks. Are managers sometimes setting too high expectations for the work teams? One must be competent in the kitchen (do the work well) and capable in social settings (be able to write and perform). Work arrangements need to be practical. Assign more specific tasks; limit the amount of written work. Such tasks can be given to employees in the team who have an interest in them or are good at them, or they can be handled by departmental support staff or managers. Innovation should be based on one’s own position; there should be no innovation or improvements that are divorced from reality. Innovation efforts should be carried out in a way that takes into account individual circumstances. Any idea or tool that can help improve work can be considered innovative, and such efforts should be rewarded promptly. There is no need to be reluctant to issue official documents; official WeChat accounts and Weibo can also be utilized more extensively. It is also important to provide appropriate monetary rewards or tangible benefits. This is very important for front-line employees. Otherwise, it is easy to create the mental burden among employees of feeling undervalued, which in turn affects their work morale and is not worth the cost. Showing concern for employees must be put into practice. Much of the work done by gas companies involves field activities; for example, if employees eat boxed meals while supervising third-party construction sites, or have snacks after connecting gas supplies at night, there should be a system in place for reimbursing such expenses. There’s no need to worry about invoices, as many small shops are unable to issue them. Managers should find a solution to this issue. All the team leader needs to do is sign behind the receipt, noting the time, reason, number of people, etc. We should not understand these benefits in a narrow sense; we must realize that they represent useful supplements to what the system cannot provide and to what enhances the effectiveness of the system, with many of them being external manifestations of the system. Due to their level of education, the employees in Jane’s team prefer to avoid complicated approaches; they like simple communication and straightforward arrangements. In short, there should be no lengthy explanations or overly complex language. This can serve as a reference for the methods our party used in educational and propaganda work at the grassroots level during the revolution. It is necessary to simplify the various requirements and work arrangements set by superiors, presenting them in a way that team members can understand. For example, laws and regulations, standards and specifications, as well as internal documents, need to be simplified so that team members can understand them easily, master them quickly, and implement them promptly. It is ideal to use both text and images; if possible, it would also be great to create some videos. Long speeches are very difficult for them. Special attention must be paid to this, as it is an objective fact that the educational level of the crew members in most gas companies is generally low. I often hear that work teams have to fill out too many forms. In my opinion, forms are merely attachments to regulations; if the regulations do not require it, then why fill them out? Another issue is that when designing forms, managers could use standardized or repetitive expressions and fix them in place, so that employees only need to answer simple multiple-choice or true/false questions; having so many fill-in-the-blank questions is rather troublesome. When filling out the table, just record the key steps and information. Managers should not complicate simple issues in the name of so-called high quality management, thereby causing difficulties for the team’s work. Fairness is the foundation of team building and management, as well as one of the necessary conditions for developing combat effectiveness. For example, when organizing team activities, sports and knowledge competitions can be combined; this not only diversifies the types and formats of such activities but also helps to improve physical fitness. It also takes into account the different abilities of employees – some have good physical condition while others are highly skilled in their work. In daily work, it is important to make use of strengths and avoid weaknesses, leverage the advantages of each employee, help them build confidence, and strive for greater a sense of achievement ； It is also important to balance things by assigning tasks that are difficult from time to time to employees who are not familiar with or good at them; this helps to develop their ability to put themselves in others’ shoes, so they won’t think that other people’s work is always easy to complete. It helps to enhance mutual understanding and improve harmony within the team. For example, to address the issues of safety supervision and management within teams, a system of rotating safety officers can be adopted in practice, allowing everyone to participate in safety work in a \"managerial\" role, thereby resolving the differences in views regarding fairness between managers and those who are managed. Combine the parts to form a whole. A thousand threads above, one needle below. The team has a lot of work to handle, but there are limited staff and limited time. All various tasks need to be carried out in a comprehensive manner. For example, integrating labor competitions, behavioral safety observations, safety training, and so on into a single activity. When working in teams, employees can be assigned to conduct observations of safe behaviors, or safety supervisors can carry out both safety inspections and observations of behavioral safety at the same time. For example, before team meetings or tasks begin, conducting an on-site emergency response drill can be done in line with current trends or seasonal conditions, or it can focus on the emergency measures specified in the task plan, thereby ensuring a high degree of relevance. An optimized allocation of team members not only improves work efficiency but also contributes to the preservation of team culture, preventing a gap in skill levels as experienced members retire. The employees in the front-line teams are all experienced veteran workers who possess rich experience and strong practical skills, but they have low educational levels, weak theoretical knowledge, and take longer to adopt new technologies ； Young employees have a strong ability to learn, adapt quickly to work, and use computers proficiently, but they lack experience relatively. Generally speaking, the experience of senior employees is developed and passed on through actual work, and it is difficult to document it in written form. This means that younger employees need to step in continuously to enable senior employees to play a role in guiding and mentoring them, thus establishing a sound system for such guidance and mentorship. It fully leverages the enthusiasm for mentorship, with mentors guiding apprentices and apprentices assisting mentors, thereby greatly enhancing the exchange of work experience among employees as well as the complementarity of their learning abilities. Employees of different ages in the team contribute to its diversity. As people of various ages are exposed to different things and have different life experiences, they hold varying perspectives on issues, which often brings divergent thinking and a variety of suggestions to the team. The work in shift teams is specific and complicated; after working in it for a long time, it’s inevitable to feel bored or become careless. One must grasp the change while seeking constancy (safety). As the job tasks change, it is appropriate to adjust employees’ responsibilities in a gradual manner. This not only brings a sense of novelty but also allows them to acquire more skills, enhancing their employability as well as the interchangeability among employees. In this way, the team has sufficient capacity to respond to emergencies ； Or if a employee takes time off for some reason, other employees are able to step in. It is very important that the forms of training change. In practice, it is always difficult for our training efforts to achieve the set goals, and the root cause lies in the fact that our training methods do not change. First, the concepts need to change; our employees need to be exposed to new information and perspectives ； Secondly, there are external changes; the rapid development of the economy and society brings about significant external shifts, which we need to keep track of and absorb, transforming them into information that the teams need to understand and master. The requirements for job performance evaluation have changed. There are key areas for improvement at different stages, and specific requirements for improving the same indicator exist at various stages as well.