在我们国家,传统的决策方式是个人专断,思想来自领导,由领导者根据自己的个人经验拍板定案,这就是我们所说的“经验决策”。经验决策者由于推行的是自己的个人意图,因而常常需要有一个强有力的秘书、秀才班子,来替他写文章,定政策,起草文件,将他的思想周密化、完善化、具体化,然后交给人民去实施。所以,我们的决策者常常与秀才班子的联系比较紧密。因为这样一种传统习惯势力的存在,所以我们当前的各种名称的为领导服务的咨询研究机构,就有相当一部分带有浓厚的秀才班子的色彩,有的抑或就是原有的秀才班子 In our country, the traditional decision-making method is individual arbitrariness, thinking comes from leadership, and leaders decide according to their own personal experience. This is what we call “experience decision-making.” Experienced policymakers often need to have a strong secretary and scholar team to write articles, set policies, draft documents, and to refine, substantiate and substantiate his ideas because of his own personal intentions. Then give the people to implement. Therefore, our policy makers often have close ties with the scholarly team. Because of the existence of such a traditional habitual power, a considerable part of our current consulting and research institutions serving the leadership have a strong sense of talent, or some of the original scholarly bodies