VI. Energy
1. Sun Tzu said: The control of a large force is the same principle as the control of a few men: it is merely a question of dividing up their numbers.
2. Fighting with a large army under your command is nowise different from fighting with a small one: it is merely a question of instituting signs and signals.
21. The clever combatant looks to the effect of combined energy, and does not require too much from individuals. Hence his ability to pick out the right men and utilize combined energy
22. When he utilizes combined energy, his fighting men become as it were like unto rolling logs or stones. For it is the nature of a log or stone to remain motionless on level ground, and to move when on a slope; if four-cornered, to come to a standstill, but if round-shaped, to go rolling down.
Here Sun Tzu describes the benefits of subdivision of members. One cannot reasonably control a hundred people as one could control a single man, but one can easily control ten people, each of which controls a subdivision of men. Thus appears the advantage of division.
This applies equally to tasks and members. There is no difference between completing a gigantic project and completing a small one if the gigantic one is readily subdivided into smaller segments. There is also no difference between commanding a small group and a large one, if the large one can be subdivided into smaller segments.
The principle for creating smaller subdivisions is simple. We create the group such that the members complement each other (as it relates to the tasks they shall have to perform). We then appoint one of their most skilled and trusted members as the leader and establish a set of protocols to follow. Put the group through a series of team-building exercises next; whether these exercises are game-like activities or difficult practical tasks, the effect remains the same. By doing this we help instill a sense of unity within the group, effectively channeling the entire group into one person.
A group may accomplish more than any given person, if well trained and united. A group that fights within itself is weaker than a single man, but a group that is fully coherent is greater than any group three times its size. Do not expect too much of any individual person, for each person can only handle so much; rather, it is best to delegate authority and responsibilities around and so reduce the strain on all. One coordinator for the entire group is sufficient to unite their efforts.
So we discover the principle by which a group may be made to do any task given it exceptionally.
Friday, February 25, 2011
Wednesday, February 23, 2011
The Victorious Leader
IV. Tactical Dispositions
15. Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory.
16. The consummate leader cultivates the moral law, and strictly adheres to method and discipline; thus it is in his power to control success.
Once again we are reminded not to begin a project until after the victory is assured; that is, after we have created an excellent yet versatile plan, trained our people in their roles, and determined how to supply resources to the project. Without this preparation, one is far more likely to fail in one's efforts.
The best leaders repeat and explain the moral law - that is, the philosophy and logic of the organization and its foundational principles - frequently; it is made into a vital guideline for every activity and project the group undertakes. With this unifying principle firmly ingrained, the group is assured greater unity and order in everything they attempt.
The best leaders also adhere to the rules of the organization very strictly. It is vital that the right actions are rewarded consistently while the wrong actions are punished consistently. Stability and fairness in a leader produces great confidence from the followers, while disorder and prejudice invite calamity. Therefore, the leader should set out very clearly how things are to be done, what is not to be done, and what the consequences of each action will be. Rewarding ingenuity and resourcefulness invites more of the same, while punishing acts of malice and sloth prevents such from recurring.
The leader who masters these elements will surely gather a successful following.
15. Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory.
16. The consummate leader cultivates the moral law, and strictly adheres to method and discipline; thus it is in his power to control success.
Once again we are reminded not to begin a project until after the victory is assured; that is, after we have created an excellent yet versatile plan, trained our people in their roles, and determined how to supply resources to the project. Without this preparation, one is far more likely to fail in one's efforts.
The best leaders repeat and explain the moral law - that is, the philosophy and logic of the organization and its foundational principles - frequently; it is made into a vital guideline for every activity and project the group undertakes. With this unifying principle firmly ingrained, the group is assured greater unity and order in everything they attempt.
The best leaders also adhere to the rules of the organization very strictly. It is vital that the right actions are rewarded consistently while the wrong actions are punished consistently. Stability and fairness in a leader produces great confidence from the followers, while disorder and prejudice invite calamity. Therefore, the leader should set out very clearly how things are to be done, what is not to be done, and what the consequences of each action will be. Rewarding ingenuity and resourcefulness invites more of the same, while punishing acts of malice and sloth prevents such from recurring.
The leader who masters these elements will surely gather a successful following.
Tuesday, February 22, 2011
The Clever Fighter
IV. Tactical Dispositions
8. To see victory only when it is within the ken of the common herd is not the acme of excellence.
9. Neither is it the acme of excellence if you fight and conquer and the whole Empire says, "Well done!"
10. To lift an autumn hair is no sign of great strength; to see sun and moon is no sigh of sharp sight; to hear the noise of thunder is no sign of a quick ear.
11. What the ancients called a clever fighter is one who not only wins, but excels in winning with ease.
12. Hence his victories bring him neither reputation for wisdom nor credit for courage.
13. He wins his battles by making no mistakes. Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated.
14. Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy.
Those of you playing at home might have noticed that I have skipped quite a portion of the text. My purpose is not necessarily to perform a linear exposition but rather to illuminate a particularly useful point. I will be skipping around somewhat, sometimes within the same post, to bring together points that are logically consistent.
The beginning of this passage distinguishes between the skilled warrior/commander and the average person. It is not victory that makes one great; even the weak and impotent can succeed at the easy tasks. When there is almost no potential for failure, there is no glory in victory; there is no real pride in an action achieved without effort and skill.
Rather, the one who is truly marvelous, the one who will truly prove excellent in his field, is the one who puts great effort into the task before him. He does not choose a path because it is hard or because it will bring him glory, but he takes on the task that must be done. There is no great conflict, and there is no celebration, because he accomplishes his task with ease. He does not succeed through sheer force of numbers but through perfection in his execution. He makes no mistakes in his planning or his action, and so he wins his battles before the confrontation begins.
This translates directly into a group-management setting. Anyone can roll the wagon wheels through the ruts in the path, for it is already accomplished. This is not excellent management, because there is no management to be done. In the same way, one who proves his ability by correcting a glaring fault that went unnoticed until it became a grave issue may be praised, but it shows a lack of foresight and skill.
The truly skilled leader will almost appear inactive to the casual observer. His plans will be well designed and laid out; his task forces and committees will complete their tasks excellently and in good time, without great oversight; his internal management details will be accomplished in a timely fashion, without impeding other operations. Because he takes the time to prepare his plans to the finest reasonable detail, there is no great oversight in its stages; because he prepares his people well for both management and labor, there is no chaos in their actions; because he has instilled discipline and order in the lower ranks, there is no one disorderly or inefficient.
"A stitch in time saves nine," as the saying goes. He who prepares for everything is unmoved when troubles arise. He who plans everything out is never uncertain as to what is necessary. He who maintains order and discipline through consistency in rewards and punishments is never blindsided by anarchy.
8. To see victory only when it is within the ken of the common herd is not the acme of excellence.
9. Neither is it the acme of excellence if you fight and conquer and the whole Empire says, "Well done!"
10. To lift an autumn hair is no sign of great strength; to see sun and moon is no sigh of sharp sight; to hear the noise of thunder is no sign of a quick ear.
11. What the ancients called a clever fighter is one who not only wins, but excels in winning with ease.
12. Hence his victories bring him neither reputation for wisdom nor credit for courage.
13. He wins his battles by making no mistakes. Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated.
14. Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy.
Those of you playing at home might have noticed that I have skipped quite a portion of the text. My purpose is not necessarily to perform a linear exposition but rather to illuminate a particularly useful point. I will be skipping around somewhat, sometimes within the same post, to bring together points that are logically consistent.
The beginning of this passage distinguishes between the skilled warrior/commander and the average person. It is not victory that makes one great; even the weak and impotent can succeed at the easy tasks. When there is almost no potential for failure, there is no glory in victory; there is no real pride in an action achieved without effort and skill.
Rather, the one who is truly marvelous, the one who will truly prove excellent in his field, is the one who puts great effort into the task before him. He does not choose a path because it is hard or because it will bring him glory, but he takes on the task that must be done. There is no great conflict, and there is no celebration, because he accomplishes his task with ease. He does not succeed through sheer force of numbers but through perfection in his execution. He makes no mistakes in his planning or his action, and so he wins his battles before the confrontation begins.
This translates directly into a group-management setting. Anyone can roll the wagon wheels through the ruts in the path, for it is already accomplished. This is not excellent management, because there is no management to be done. In the same way, one who proves his ability by correcting a glaring fault that went unnoticed until it became a grave issue may be praised, but it shows a lack of foresight and skill.
The truly skilled leader will almost appear inactive to the casual observer. His plans will be well designed and laid out; his task forces and committees will complete their tasks excellently and in good time, without great oversight; his internal management details will be accomplished in a timely fashion, without impeding other operations. Because he takes the time to prepare his plans to the finest reasonable detail, there is no great oversight in its stages; because he prepares his people well for both management and labor, there is no chaos in their actions; because he has instilled discipline and order in the lower ranks, there is no one disorderly or inefficient.
"A stitch in time saves nine," as the saying goes. He who prepares for everything is unmoved when troubles arise. He who plans everything out is never uncertain as to what is necessary. He who maintains order and discipline through consistency in rewards and punishments is never blindsided by anarchy.
Friday, February 18, 2011
The Seven Considerations
I. Laying Plans
12. Therefore, in your deliberations, when seeking to determine the military conditions, let them be made the basis of a comparison, in this wise:
13.
1) Which of the two sovereigns is imbued with the Moral Law?
2) Which of the two generals has most ability?
3) With whom lie the advantages derived from Heaven and Earth?
4) On which side is discipline most rigorously enforced?
5) Which army is the strongest?
6) On which side are officers and men more highly trained?
7) In which army is there the greater constancy both in reward and punishments?
14. By means of these seven considerations I can forecast victory or defeat.
Every group, no matter what the cause or structure, will face some form of conflict. For some, it may be between founding members or chiefs; for others it might be disagreement with an associated or superior group. In the case of student government, for example, one might experience rifts between President and Vice President or a conflict with the faculty or parent-teacher association. In such cases, one must be careful in choosing one's battles; Sun Tzu's basic strategy is among the best.
First, consider who has the moral authority in the specific case. This is most simple in matters of the law (for instance, gambling is illegal in several states; an organization that seeks to hold gambling nights has no moral authority over the police or the courts), less so in matters of ethics or policy. Whoever draws most heavily from the central principles of his organization and can enunciate them most clearly will certainly possess the Moral Authority.
Next, consider the ability of the leaders on both sides. Which one is more capable in open debate? Which one has superior planning capabilities? Which one is more versatile and ingenious? This consideration is very important, and more often than not, overlooked.
Third, consider which has the advantage of Heaven and Earth; that is, which one receives benefit from circumstances both outside and within his control. Is your proposition heavily dependent on specific weather conditions? Are you arguing your case in a position where the opponent cannot back down or is greatly supported? Are you asking for resources during a time of financial stress? Are you "fighting blind" while your opponent is well prepared? The one who is most secure in his position and best situated for the present environment has the advantage in Heaven and Earth.
Fourth, consider on which side is there more powerful discipline. Which side is more strongly united in its cause and leader? Which side is more deeply invested in the cause? Which side has the most structure and order? These considerations determine the ability of the organization to work together, thus measuring their power and skill as a unit.
Fifth, consider which group is stronger. This is not so much a factor of the leadership as it is of the individuals under authority. Which side works with the greatest unity and order? Which side has the most effective structure? Which side has the best-honed ability in whatever task is required? There is no organization without structure and ability in the lower ranks.
Sixth, consider which group is best trained. This best applies when dealing with a rival group or corporation. Which side has leaders who are skilled in all the arts of leadership? Which has officers who are very experienced and skilled in their particular office? Training tends to imply ability; the side with the most rigorous training will almost certainly be most well suited to the task at hand.
Finally, consider who has the greatest consistency in reward and punishment. Knowledge of sure consequences is a powerful motivator. When rewards are given for personal investment and labor, one is driven to invest himself in body and mind. When punishments are given for failing to adhere to the discipline of the group, fewer are willing to break the order. The side which deals most justly and swiftly according to clearly enunciated principles will be most strongly motivated in all things.
These considerations are important for every group, whether or not there is competition. It is useful to evaluate one's own group with these considerations, as they are the marks of excellence. Every so often, perhaps every few months, it is good to bring the whole group together and discuss how well it performs in these points.
12. Therefore, in your deliberations, when seeking to determine the military conditions, let them be made the basis of a comparison, in this wise:
13.
1) Which of the two sovereigns is imbued with the Moral Law?
2) Which of the two generals has most ability?
3) With whom lie the advantages derived from Heaven and Earth?
4) On which side is discipline most rigorously enforced?
5) Which army is the strongest?
6) On which side are officers and men more highly trained?
7) In which army is there the greater constancy both in reward and punishments?
14. By means of these seven considerations I can forecast victory or defeat.
Every group, no matter what the cause or structure, will face some form of conflict. For some, it may be between founding members or chiefs; for others it might be disagreement with an associated or superior group. In the case of student government, for example, one might experience rifts between President and Vice President or a conflict with the faculty or parent-teacher association. In such cases, one must be careful in choosing one's battles; Sun Tzu's basic strategy is among the best.
First, consider who has the moral authority in the specific case. This is most simple in matters of the law (for instance, gambling is illegal in several states; an organization that seeks to hold gambling nights has no moral authority over the police or the courts), less so in matters of ethics or policy. Whoever draws most heavily from the central principles of his organization and can enunciate them most clearly will certainly possess the Moral Authority.
Next, consider the ability of the leaders on both sides. Which one is more capable in open debate? Which one has superior planning capabilities? Which one is more versatile and ingenious? This consideration is very important, and more often than not, overlooked.
Third, consider which has the advantage of Heaven and Earth; that is, which one receives benefit from circumstances both outside and within his control. Is your proposition heavily dependent on specific weather conditions? Are you arguing your case in a position where the opponent cannot back down or is greatly supported? Are you asking for resources during a time of financial stress? Are you "fighting blind" while your opponent is well prepared? The one who is most secure in his position and best situated for the present environment has the advantage in Heaven and Earth.
Fourth, consider on which side is there more powerful discipline. Which side is more strongly united in its cause and leader? Which side is more deeply invested in the cause? Which side has the most structure and order? These considerations determine the ability of the organization to work together, thus measuring their power and skill as a unit.
Fifth, consider which group is stronger. This is not so much a factor of the leadership as it is of the individuals under authority. Which side works with the greatest unity and order? Which side has the most effective structure? Which side has the best-honed ability in whatever task is required? There is no organization without structure and ability in the lower ranks.
Sixth, consider which group is best trained. This best applies when dealing with a rival group or corporation. Which side has leaders who are skilled in all the arts of leadership? Which has officers who are very experienced and skilled in their particular office? Training tends to imply ability; the side with the most rigorous training will almost certainly be most well suited to the task at hand.
Finally, consider who has the greatest consistency in reward and punishment. Knowledge of sure consequences is a powerful motivator. When rewards are given for personal investment and labor, one is driven to invest himself in body and mind. When punishments are given for failing to adhere to the discipline of the group, fewer are willing to break the order. The side which deals most justly and swiftly according to clearly enunciated principles will be most strongly motivated in all things.
These considerations are important for every group, whether or not there is competition. It is useful to evaluate one's own group with these considerations, as they are the marks of excellence. Every so often, perhaps every few months, it is good to bring the whole group together and discuss how well it performs in these points.
Wednesday, February 16, 2011
Five Factors To Consider
I. Laying Plans
3. The art of war, then, is governed by five constant factors, to be taken into account in one's deliberations, when seeking to determine the conditions obtaining in the field.
4. These are: (1) The Moral Law; (2) Heaven; (3) Earth; (4) The Commander; (5) Method and discipline.
5, 6. The Moral Law causes the people to be in complete accord with their ruler, so that they will follow him regardless of their lives, undismayed by any danger.
7. Heaven signifies night and day, cold and heat, times and seasons.
8. Earth comprises distances, great and small; danger and security; open ground and narrow passes; the chances of life and death.
9. The Commander stands for the virtues of wisdom, sincerity, benevolence, courage, and strictness.
10. By Method and discipline are to be understood the marshalling of the army in its proper subdivisions, the gradations of rank among the officers, the maintenance of roads by which supplies may reach the army, and the control of military expenditure.
11. These five heads should be familiar to every general: he who knows them will be victorious; he who knows them not will fail.
The Art of War's every passage relates to these five conditions in some way or another. Therefore, in order to understand the rest of our text, we will have to understand the basic five conditions.
Note that the descriptions I am about to give are hardly excellent or complete. When one attempts to apply the tactics of war to other aspects of life, as with any such metaphor, the translation will leave something to be desired. To the best of my knowledge, however, this should be a satisfactory translation for our purposes.
The Moral Law is the unifying spirit that binds your organization together. It lays out plainly what is good and right for the organization, and by mutual exclusivity what is neither good nor right. He who sets and abides by the Moral Law will unite his followers; he who consistently breaks the Moral Law, or who does not define it clearly, will divide his forces and fade.
Heaven consists of the conditions you cannot control. No one can change the day to night, nor the cold to heat. The seasons pass in their cycle; no one can slow their passage for even a single day. The rains will come and the sun will shine completely heedless of your designs. The heaven, then, is that which must be appreciated as it is and considered in one's planning for any chance at success.
Earth is that which is knowable and controllable. One can work at great distance from home or close by. One can choose to stand in the narrow passes or the open plains. One may camp upon the mountains or rest in the valleys. It is that which can be calculated: the chances of victory and the odds of surviving. Earth, therefore, is the physical and philosophical ground we choose to plan around and act upon.
The Commander is the leader of the people. He unifies his troops with the Moral Law, and he is respected by all who follow him. He is both strict in applying discipline and benevolent in rewarding ingenuity. He is courageous in the face of adversity and wise in choosing his battles. He proves himself trustworthy, and so earns his people's trust.
Method and discipline are the tactics the organization must follow. These are the rules that govern all operations, from planning and discussion to action and reflection. Those who follow a clear and simple code are united by a common bond and certain in their ways; those who live in chaos are separate and easily overcome. In operating with consistency and discipline, doing everything in careful detail, the organization is united and strong.
3. The art of war, then, is governed by five constant factors, to be taken into account in one's deliberations, when seeking to determine the conditions obtaining in the field.
4. These are: (1) The Moral Law; (2) Heaven; (3) Earth; (4) The Commander; (5) Method and discipline.
5, 6. The Moral Law causes the people to be in complete accord with their ruler, so that they will follow him regardless of their lives, undismayed by any danger.
7. Heaven signifies night and day, cold and heat, times and seasons.
8. Earth comprises distances, great and small; danger and security; open ground and narrow passes; the chances of life and death.
9. The Commander stands for the virtues of wisdom, sincerity, benevolence, courage, and strictness.
10. By Method and discipline are to be understood the marshalling of the army in its proper subdivisions, the gradations of rank among the officers, the maintenance of roads by which supplies may reach the army, and the control of military expenditure.
11. These five heads should be familiar to every general: he who knows them will be victorious; he who knows them not will fail.
The Art of War's every passage relates to these five conditions in some way or another. Therefore, in order to understand the rest of our text, we will have to understand the basic five conditions.
Note that the descriptions I am about to give are hardly excellent or complete. When one attempts to apply the tactics of war to other aspects of life, as with any such metaphor, the translation will leave something to be desired. To the best of my knowledge, however, this should be a satisfactory translation for our purposes.
The Moral Law is the unifying spirit that binds your organization together. It lays out plainly what is good and right for the organization, and by mutual exclusivity what is neither good nor right. He who sets and abides by the Moral Law will unite his followers; he who consistently breaks the Moral Law, or who does not define it clearly, will divide his forces and fade.
Heaven consists of the conditions you cannot control. No one can change the day to night, nor the cold to heat. The seasons pass in their cycle; no one can slow their passage for even a single day. The rains will come and the sun will shine completely heedless of your designs. The heaven, then, is that which must be appreciated as it is and considered in one's planning for any chance at success.
Earth is that which is knowable and controllable. One can work at great distance from home or close by. One can choose to stand in the narrow passes or the open plains. One may camp upon the mountains or rest in the valleys. It is that which can be calculated: the chances of victory and the odds of surviving. Earth, therefore, is the physical and philosophical ground we choose to plan around and act upon.
The Commander is the leader of the people. He unifies his troops with the Moral Law, and he is respected by all who follow him. He is both strict in applying discipline and benevolent in rewarding ingenuity. He is courageous in the face of adversity and wise in choosing his battles. He proves himself trustworthy, and so earns his people's trust.
Method and discipline are the tactics the organization must follow. These are the rules that govern all operations, from planning and discussion to action and reflection. Those who follow a clear and simple code are united by a common bond and certain in their ways; those who live in chaos are separate and easily overcome. In operating with consistency and discipline, doing everything in careful detail, the organization is united and strong.
Introduction to the Teachings of Sun Tzu
I. Laying Plans
1. Sun Tzu said: The art of war is of vital importance to the state.
2. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected.
For those of you who may be unaware, Sun Wu was a Chinese military strategist who lived about 2600 years ago. His definitive work, The Art of War, contains valuable wisdom dealing with war, particularly targeted towards the commander.
The work I will be citing in these posts is from the Barnes and Noble Classics Collection, copyright 2003. The translation contained herein was published by Lionel Giles in 1910. It's still available at Barnes and Noble for $7.95 US ($9.95 CAN). This edition is quite valuable for the lay reader, as it contains additional commentary from various Western and Eastern philosophers and strategists.
1. Sun Tzu said: The art of war is of vital importance to the state.
2. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected.
For those of you who may be unaware, Sun Wu was a Chinese military strategist who lived about 2600 years ago. His definitive work, The Art of War, contains valuable wisdom dealing with war, particularly targeted towards the commander.
The work I will be citing in these posts is from the Barnes and Noble Classics Collection, copyright 2003. The translation contained herein was published by Lionel Giles in 1910. It's still available at Barnes and Noble for $7.95 US ($9.95 CAN). This edition is quite valuable for the lay reader, as it contains additional commentary from various Western and Eastern philosophers and strategists.
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