王延坤在鄆城縣小有名氣。原在機關(guān)上班的他，離職后辦起了鄆城縣大眾中介介紹所，并且搞得紅紅火火，僅今年春節(jié)后的1個月里，中介所為300多人辦理了外出務工手續(xù)。短短兩年的時間，王延坤向外輸出了幾千名當?shù)馗挥鄤趧恿�。加上其他的業(yè)務收入，王延坤的中介所年收入10多萬元。熟人都跟他開玩笑：“老王你真行！一間小屋，一部電話，一年賺個十幾萬�！�
　　其實老王的錢來得并不那么輕松。每一次輸出勞動力，哪怕只有一個人，他都要親自送到接收地，安排好了再回來。他跟車往西藏運送小尾寒羊，在車里一蹲就是四五天，強烈的高原反應，常常讓他半個多月恢復不過來。即使這樣，幾年內(nèi)他向外輸出了12萬只當?shù)赜忻�的小尾寒羊。有人不明白：退下來就享享清福算了，又不是缺錢花，折騰什么？他總是笑笑：“人總要干點事情。不管干什么，干就要把它干好，不吃點苦哪行？”
　　從機關(guān)干部到開創(chuàng)自己的事業(yè)，在已年過半百的王延坤身上，彰顯的是一種敢于挑戰(zhàn)自我、開拓進取的精神。其實在菏澤，像王延坤這樣打破陳舊觀念的束縛去干事的人正在逐漸增多，一種轉(zhuǎn)變觀念的風氣在菏澤悄然興起。
　　有的研究者對菏澤的落后分析時認為，地處魯西南的菏澤，是過去魯國的屬地，受儒家思想影響較重，儒家思想中保守、重農(nóng)輕商的內(nèi)容使菏澤人普遍缺乏開拓的精神，對新事物接受和適應慢，從而失去了很多的發(fā)展機會，慢慢地就落在了后面，與傳承了齊文化的東部地區(qū)的差距逐漸拉大。
　　仔細看這不無道理。以花錢為例，菏澤人掙了錢，不是想著如何去消費，也不是想著如何搞投資，他們的第一個念頭是存進銀行里。這與其收入普遍低、收入來源不穩(wěn)定有關(guān)，但也顯示出封閉保守的思想觀念。菏澤人很少去尋找好的發(fā)展機會，即使有些機會也會怕有風險而不敢去做。有時候猶豫再三，反復掂量后才作出決定，往往是已經(jīng)失去了好機會。外表勤勞的菏澤人內(nèi)心卻是懶惰的，他們很少主動思考和嘗試發(fā)家致富的道路，所以他們因為內(nèi)心的惰性而使體力上的勤勞變得成果無幾，在發(fā)展緩慢的圈子里徘徊。
　　在經(jīng)濟上的差距面前，菏澤人演化出一種復雜的情緒。中共菏澤市委書記陳光把其歸結(jié)為“三氣”――牛氣、怨氣、喪氣。
　　有人窮且牛氣：別看菏澤工業(yè)不行，農(nóng)業(yè)不比誰差；經(jīng)濟雖然落后，但我們的文化底蘊深厚；誰說洛陽牡丹甲天下？菏澤牡丹勝洛陽！
　　有人滿腹怨氣：計劃經(jīng)濟時期，光讓我們發(fā)展糧、棉、油，不讓我們上工業(yè)項目，為國家作了貢獻，吃了大虧沒人疼；改革開放后，國家的政策向東部傾斜，東部有港口、碼頭、機場、高速公路、開發(fā)區(qū)、保稅區(qū)、大學城，我們有什么？
　　更多的人一臉喪氣：“菏澤是沒有希望了。”
　　面對這種思想現(xiàn)狀，2003年初，陳光化名在菏澤市委機關(guān)報上發(fā)出一篇文章，專門診斷觀念病灶，剖析菏澤“三氣”�！昂蕽蔀槭裁锤F？說到底就是思想不解放，觀念不更新”。在這樣的思想狀態(tài)下，菏澤要走出貧窮，難；要實現(xiàn)大發(fā)展，更難�！昂蕽梢�發(fā)展，抓住了干部隊伍就不難。菏澤的落后關(guān)鍵在于不落實，不落實的根源就在干部身上。往后，就是要讓干事創(chuàng)業(yè)者吃香，讓不干事者沒有市場”。
　　2003年6月，配合改變“三氣”，菏澤開始了一次不同于往常的“換腦”工程，組織機關(guān)干部外出考察的路線，不再是珠江三角洲、長江三角洲，而是山東的德州、濱州和聊城�！澳戏饺〗�(jīng)已經(jīng)有過多次，都是看時熱血沸騰，回來冷冷清清。這次就是要從過去的追兵現(xiàn)在的標兵學起。”陳光如此解釋此舉的動機。走德州，過濱州，看聊城，菏澤的干部們由吃驚而思考：“同樣是‘西部’，同樣是欠發(fā)達的農(nóng)業(yè)地區(qū)，人家為什么有動輒幾十億元、上百億元的投資，而我們卻還盯著土地找飯吃？”
　　在“換腦”的同時，菏澤的整頓干部作風工作也在加壓。2004年1月，菏澤市政府下發(fā)2004年“第一號文”，25名鄉(xiāng)鎮(zhèn)主要負責人被同時黨內(nèi)警告或行政記過，原因是這些人在經(jīng)濟指標上弄虛作假。如此大規(guī)模嚴厲地處理干部，在菏澤還是第一次。2003年，菏澤市僅因公路“三亂”和不規(guī)范執(zhí)法，就有179名黨政人員受到處分。
　　由上到下，由干部到群眾，一場觀念革新的運動在菏澤迅速掀起。菏澤市委副秘書長周鐵倫說：“擺差距，說潛力，讓牛氣變服氣，讓怨氣變志氣，讓喪氣變勇氣。菏澤人開始重新打量自己�！�
　　思想的轉(zhuǎn)變體現(xiàn)在行動上，換來的就是成績和效益。巨野縣地處菏澤東部，縣委書記王長松講了這樣一個故事。巨野縣縣城的地下水質(zhì)差，喝了容易拉肚子，由于種種原因，原來為縣城供水的自來水公司幾年前倒閉了，居民吃水就靠抽取地下水。當?shù)厝藳]有辦法，只好湊合著喝，外來的客人就不行了，住不過3天就要走人，后來竟因為吃水問題而“談巨野色變”�！俺运畣栴}都解決不了，還靠什么招商引資，談什么發(fā)展？”經(jīng)過討論論證，巨野縣利用開發(fā)巨野煤田的機會，就自來水建設與兗礦集團達成協(xié)議，兗礦集團在巨野縣境內(nèi)一處水質(zhì)好的地方挖了5口深水井向巨野縣城供應自來水，巨野縣向兗礦出讓25年的經(jīng)營權(quán)。結(jié)果是縣城的居民吃上了好水，而且價格比原來的還低�！坝^念一轉(zhuǎn)，問題就解決了�！蓖蹰L松說，過去我們老是認為把事情讓別人干，損失了多少東西。其實沒什么怕的，在雙贏的前提下，誰能干好就讓誰來干。
　　“突破菏澤”現(xiàn)場會后，一場更深刻的轉(zhuǎn)變觀念大潮隨之涌動。王長松認為，過去菏澤人在總結(jié)發(fā)展滯后時也說是思想觀念落后，但到底落后在哪里？該如何改？卻很少有人去思考和實踐。往往是有好的發(fā)展思路，但意識不強、重點不突出、投入太少，結(jié)果是不見效果。有了這次突破菏澤的機會，從干部到群眾必須從行動上來改變固有的思想中的頑疾，為實現(xiàn)一個跨越式發(fā)展創(chuàng)造一個好的思想環(huán)境。
　　鄆城縣縣長劉國生看重的則是務實�！安荒芄饪磩e人的思路好就盲目去學，首先看是否適合自己�！彼�的觀點是，不管如何解放思想觀念，最根本的是要從自身的實際出發(fā)。如果一味地去追求先進，機械照搬，有可能又流于走形式，走不通還是回到原來的樣子，沒有任何進步反而浪費了時間和資源。所以，立足當?shù)氐馁Y源，利用外來好的思路，發(fā)揮好優(yōu)勢，才是真正的解放思想、轉(zhuǎn)變觀念。
　　曹縣電業(yè)局局長助理張力的話更直白：“這恐怕是菏澤的最后一次發(fā)展機遇了，利用這次機會多干出點成績，才是最實在的�！�
　　在2月29日召開的菏澤市干部作風集中教育整頓活動動員大會上，陳光圍繞干部作風建設問題提出了“十個堅持、十個反對”：堅持頑強拼搏、知恥奮進，反對悲觀失望、精神滑坡；堅持自我加壓、勇創(chuàng)一流，反對不求有功、但求無過；堅持探索求知、奮發(fā)進取，反對照抄照搬、不思創(chuàng)新；堅持令行禁止、維護大局，反對隨心所欲、不講政治；堅持嚴謹細致、扎實工作，反對作風浮漂、大而化之；堅持實事求是、求真務實，反對弄虛作假、欺上瞞下；堅持只爭朝夕、雷厲風行，反對推諉扯皮、不講效率 ；堅持鋪下身子、埋頭苦干，反對心浮氣躁、追名逐利；堅持深入基層、親民愛民，反對高高在上、脫離群眾；堅持黨性原則、勇于批評，反對一團和氣、關(guān)系庸俗�？梢哉f，這是菏澤干部的行為標準，也是突破菏澤的思想準則。
　　
　　Analyzing the backwardness Heze, some scholars think that this should be ascribed to its history and geographical location. Heze is located in the southeast corner of Shandong Province and was once the appendage of the State of Lu in Chinese history. The State of Lu was the birthplace of Confucianism, which is characterized by conservative thinking, centered around the monarch politically and the father in the family. Influenced by such thought, many have imagined that the people of Heze lacked the pioneering spirit and always adapted slowly in accepting new trends.
　　Judging by the facts of history, this analysis is not without reason. For instance, Heze people seldom leave their hometown to seek education or development opportunities elsewhere. Sometimes, when opportunities come to meet them face to face, they usually reject them out of hand in order to avoid the possible risks they would incur. Sometimes, when they finally decide to accept such opportunities after long reflection, the opportunities usually have been lost. So, the Heze people, though they may appear to be hardworking, actually have a rather lazy ideology. They seldom consider ways to make fortunes on their own initiatives.
　　In order to do away with the “arrogance, complaint, and despondence,” in June 2003, among the governmental officials, the Government of Heze launched a “Brain-Changing Project,” by which it was expected the ideology of the governmental officials would be thoroughly changed. Usually, when the government organized a few officials to investigate the economic situation elsewhere, they chose the Zhujiang River Delta and the Yangtze River Delta, where the economy was already highly developed, as the preferred places. However, this time, they chose the cities of Dezhou, Binzhou, and Liaocheng in Shandong. “We have been to the southern areas many times. Every time, when we saw the developed economy in the southern area, we felt excited and encouraged. However, after coming back, nothing was changed. So now, we are thinking that, to change the current status, we should learn first from neighboring areas, which have developed much better than Heze.” Chen Guang thus explained his motive in launching to the “Brain-Changing Project.”
　　These ideological changes have quickly resulted in concrete achievements and economic benefits. Juye County is located in the eastern region of Heze City. Wang Changsong, secretary of the CPC Juye County Committee told us the following story. The quality of underground water in Juye is so poor that those who drink this kind of water will have loose bowels. Understandably, the Tap Water Company of Juye went bankrupt several years ago, so local people can only draw water each day for themselves. Thus, native residents have no other choice and must abide such low standards; but people from other regions, if they happen to come to Juye for whatever reason usually leave within two or three days, since they simply will not tolerate such living conditions.
　　Furthermore, without solving this problem concerning drinking water, how could Juye attract outside resources for investment and development? Through analyzing the situation, intense negotiating, and taking advantage of the opportunity that the Juye Coal Field would be developed by the Yanzhou Mining Group, Juye concluded an agreement with Yanzhou Mining Group to construct facilities for delivering clean tap water. Consequently, the Yanzhou Mining Group has invested in digging five deep wells within the territory of Juye to draw drinking water of high quality for the local dwellers; and Juye has transferred the coal field operation rights to the Yanzhou Mining Group for 25 years. As a result, the dweller of Juye now can drink water of high quality at a lower price. “After changing the way of thinking, nothing is difficult any more,” said Wang Changsong, “In the past, we always thought that if we have our own affairs dealt with by others, we would incur losses. In fact, when following the win-win premise, it doesn’t matter who does the work.”

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