In China, why do problems keep repeating but rarely get truly resolved? If you find that many issues recur repeatedly but are seldom genuinely addressed, it's usually not because the problems are too complex, but because the way the system operates has changed. We can break down this change into four consecutive stages:

First, avoiding uncertainty. When the costs of failure increase and correcting errors becomes difficult, the system prioritizes stability. As a result, terms like "big picture," "historical phase," "risk prevention," and "correct direction" begin to appear frequently. The common purpose of these words is to preemptively terminate uncertain discussions.

Second, relying on personality as a safety net. When the rules themselves struggle to reliably bear risks, the system starts to expect individuals. Thus, the repeated emphasis on upright officials taking responsibility and good leaders dedicating themselves. Their true function is to compensate for the system’s limited capacity through personal integrity.

Third, narrative replaces results. When outcomes become increasingly difficult to evaluate and acknowledging deviations becomes unsafe, the system shifts toward storytelling—focusing on achievements, accomplishments, and greatness. The "correct path" begins to replace comparative reviews and pathway choices, serving as a way to substitute meaning for results and to calibrate perceptions.

Fourth, responsibility is systematically shifted. When results are poor but adjusting the direction is impossible, responsibility cannot remain with the present. Therefore, objective reasons, complex international environments, historical burdens, and phased issues are used to divert causal chains. Their common effect is to prevent responsibility from being closed off in the current moment.

When these four steps occur together, the system enters a state where problems can exist but cannot be truly corrected. Consequently, we see problems recurring, explanations constantly updating, and responsibility always absent. When the system avoids uncertainty, it relies on personality. When personality cannot serve as a safety net, it depends on narrative. When narrative fails to persuade, responsibility is shifted. In summary, problems repeat not because no one is trying, but because the system has learned how to avoid correction.