Green-to-tee Strategy, and other fun

“For smart, talented, and ambitious people, winning is sometimes so easy that it makes true success elusive. That’s because victories, easily obtained, can obscure the ultimate goal.”

That’s a quote out of Hannibal and Me, Chapter 6, which is about life strategy. It’s also how I open my latest “teaser” post in the Harvard Business Review. It segues, as one does, from Hannibal in 216 BC to Carl von Clausewitz to, yes, Tiger Woods. ;)

It’s all about strategy, you see — about thinking backwards, from the green to the tee, no matter what the life situation happens to be. (Thank you to Ryan D., who suggested this angle last time.)

Meanwhile, Doug Desalles and I had a great chat on his cool radio station in Sacramento, Radio Parallax. It’s about a half hour long, but we really go quite deep towards the end.

Strategy & Taoism: the chess master’s view

Howard Goldowsky

Some of the first reactions to my book are now streaming in, which is enormously suspenseful for me. You are each projecting yourself into the stories in my book, each finding completely new ways of looking at them and, yes, your own lessons to take away from them. This is just as I intended, so I’m feeling good.

Here, for instance, is an email I just got from one Howard Goldowsky, who happens to be a chess wizard, and thus a strategy connoisseur, as well as a chess writer. Check out his Amazon page.

(By the way, I will never post or publish your emails or other reactions without explicitly asking for permission. So never worry if you want to critique the book to me discreetly.)

Here is Howard:

I think that the last few paragraphs about equanimity sum up your entire book. In a way, what you present in “Hannibal and Me” is almost a Western interpretation of Taoist and some Buddhist philosophy. In my mind, it’s no accident that the book’s finale included a passage from the East. Is not the essence of self-actualization the monk’s daily routine of meditation, ‘chop wood and carry water?’

Chess expertise parallels life more ways than imagined. In chess there is a very distinct line between strategy and tactics. In chess, good players are always trying to level their emotions to equanimity. In chess, we often use our opponents’ aggressiveness against them. In chess, there is a constant balancing act between general principles and specific situations. Too many parallels to mention here….but these are universal truths we’re talking about, so it’s not such a wonder that these parallels exist.

Deliberate ambiguity in writing

Strategically ambiguous

One of my points in the previous post was that a good writer should have

control over his words, the way a good rider should be able to rein in his horse,

so that the words evoke the intended response only.

This led Jim M. to an insightful addendum:

So much has been written about how ambiguity distorts communication, it is easy to miss how ambiguity aids communication…. [M]anaging ambiguity is not merely a matter of its reduction, but its proper exploitation.

This is a great point, and in fact completes (rather than refutes) my thesis on writerly control over words.

To make the distinction clearer: The goal of writing is always to evoke a particular response. But:

  • sometimes this means making the words so precise as to leave no room for ambiguity. (The Second Amendment in the U.S. Constitution fails to do this, which is why I cited it in the previous post as an example of “bad writing”);
  • other times it means making the words intentionally ambiguous to leave the reader in a vacuum of meaning precisely circumscribed by the writer. The writer thus has the reader not at a point but in a space, because that is the intention.

The best example that I could think of off the top of my head comes from International Relations. The so-called Taiwan Relations Act, signed by Jimmy Carter in 1979 (but really the result of deliberate policy since Nixon’s visit to China), has been a diplomatic success precisely because it includes a deliberate ambiguity.

It is found in various passages but most notably in Section 3301(b). There it is written that “the policy of the United States” is

to consider any effort to determine the future of Taiwan by other than peaceful means, including by boycotts or embargoes, a threat to the peace and security of the Western Pacific area and of grave concern to the United States…

Of great concern. Genius! Does that mean that if China were to attack Taiwan,

  1. America would defend Taiwan? Or that
  2. America would be “concerned” without defending Taiwan?

The point, of course, is that the writer had two audiences in mind: The mainland Chinese and the Chinese on Taiwan.

  • The mainland Chinese had to be able to interpret the phrase to mean that America would probably defend Taiwan, thus concluding that attacking the islands would be a really bad idea.

  • The Chinese on Taiwan had to be able to interpret the phrase to mean that American might not defend Taiwan, thus concluding that declaring formal independence (and thus provoking an attack) would be a really bad idea.

This deliberate ambiguity is one reason (I’m not saying it’s the only reason) why China’s cross-straits conflict has been one of the stablest hotspots in the world. Wouldst that all conflicts were like it.

To expand this concept of deliberate ambiguity to the other arts: The best analogy I can think of

  • in painting and sculpture is the so-called “negative space”, and
  • in music the pause.

So ambiguity definitely plays a role in good writing and art — as long as it produces the response the writer intended.

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Strategic thinking: Coolidge v Cheshire Cat

DisneyCheshireCat225px-Calvin_Coolidge_photo_portrait_head_and_shouldersOne thread on The Hannibal Blog, as regular readers know, is strategy. That’s because strategy (as distinct from tactics, which is also important) is so important in achieving success. Genius tactics in service of the wrong strategy leads to disaster, as it did for the main character in my forthcoming book, Hannibal of Carthage.

Mark Hurst over at Good Experience has an amusing and insightful post on strategy as opposed to tactics. (Mark, by the way, also runs Gel, an ideas conference and a mini-TED, as it were.)

On one hand, Mark quotes Calvin Coolidge, our 30th (as well as 30th-most-impressive) president:

Nothing in this world can take the place of persistence. Talent will not; nothing is more common than unsuccessful people with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent.

If I may reflect on my guy, Hannibal: He had remarkable persistence: Leading an army of elephants over the Alps, defeating the Romans, staying undefeated in Italy for 16 years!!

The trouble with the Coolidge take on success is, as Mark points out, that the effectiveness of persistence

depends on having the right direction. Without that one little element, the entire effort is for naught.

So Mark wheels out the Cheshire Cat, a sort of feline Clausewitz. Alice asks which way she should go, and the Cheshire Cat answers:

“That depends a good deal on where you want to get to,” said the Cat.

“I don’t much care where,” said Alice.

“Then it doesn’t matter which way you go,” said the Cat.

To Mark that means that

you have to stop and take time to find the direction. You can’t run while you’re reading the map.

To me it means that Hannibal was a bit like Alice. Yes, he knew that he wanted to defeat Rome (which was like saying “I want to achieve success”–ie, vague). But he did not know where he wanted to go (ie, how to go about defeating Rome).

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“Winning the peace”: Success defined

250px-Peace_sign.svg

So-and-so “won the peace,” my wife says to me. We say that often to each other. It has become part of our private spousal language, a shortcut to an expansive world of meaning. The context? Life, and success of the genuine, authentic, meaningful sort.

When I introduced Carl von Clausewitz as part of a little mini-series on strategy, I explicitly said that, in my forthcoming book and on this blog, I’m only using war as primal metaphor for the rest of life.

Failure is often the result of succeeding at the wrong thing (eg, choosing the wrong “battles” and “wars” to win, as Pyrrhus did). Ironically, success is therefore often the result of failing at the wrong thing, and thus having an opportunity to “return” to the right things.

But Success, capitalized, tends to be about being clear about what matters, about the ends you are ultimately pursuing in life, and then using little successes only as means. Means and ends. In short, it is about strategy as taught by Clausewitz. Those who Succeed in Life “won the peace”.

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Clausewitz on 9/11 and all that

A strategic moment

A strategic moment

What might Clausewitz say today about America’s double-war in the Middle East during this decade?

I was very tempted not to write a post on this. After all, in my forthcoming book I am ‘only’ using success and failure in war (ie, the one Hannibal and Scipio fought) as a primal metaphor for other contexts in life such as sports, love, business, relationships, exploration, reproduction, art and thought.

Ditto Clausewitz: I am interested in life strategy; but that is still strategy, and Clausewitz happens to be the sage on that subject.

(Incidentally, I’m impressed by the feedback I’ve gotten from that little post. Clausewitz is very topical, it seems. For instance, Mike Lotus emailed me to point out his recent roundtable on Clausewitz, which will become a book this fall.)

I am also aware that there is little to be gained from yet another analysis of where we went wrong in responding to 9/11. Everything has been said. Worse: in contrast to, say, the Korean War or the Second Punic War, our current wars are still going on and our society is still split, so it is too early to talk dispassionately about them.

But I’ve decided that if I bring up Clausewitz and strategy, I would be chicken not to take a stab at Iraq and Afghanistan. So here goes.

The situation as it appeared on September 12, 2001

Al-Qaeda attacked us; 3,000 of us are dead; 300 million of us are shocked, angry and scared.

1) From Al-Qaeda’s point of view

Student of Clausewitz?

Student of Clausewitz?

For Al-Qaeda, this was an ideal alignment of tactics and strategy: With little effort and cost, it caused disproportionate levels of terror (hence ‘terrorism’) in the Western world that appeared (politically and psychologically) certain to provoke us to go on an offensive. (Notice ‘an’, not ‘the’.)

Clausewitz believed that defense was much easier than offense, because whoever is attacking will eventually reach a ‘culminating point‘ point at which he is overextended and exhausted, and the defender can counterattack with devastating ease. So if we play offense and Al Qaeda plays defense, that helps them. (This is the opposite of what Cheney thinks.) Al-Qaeda was pleased.

Clausewitz also believed that, to win a war, you need to find your enemy’s center of gravity and defeat him there. Defeating him elsewhere is pointless or counterproductive. (For Clausewitz the obvious example was Napoleon‘s mistaking Moscow for Russia’s center of gravity, an error that was the beginning of his end.) Al Qaeda knew

  1. that its center of gravity was not one that we were trained or able to identify militarily, because it had no capital and no army that we could bomb; and
  2. that we were likely to miss its ultimate center of gravity, which is its support among Muslims at large.

Al-Qaeda might have believed (although we might be giving them too much credit) that our center of gravity was … us! If we could be terrorized into compromising our values then we might forfeit any appeal we might have for moderate Muslims around the world.

“War is nothing but the continuation of policy with other means,” Clausewitz said, and Al-Qaeda’s overarching policy was and is to defeat moderate or secular or Shia Muslims in Muslim countries. Any tactic (or means) that would weaken the moderates in those countries and strengthen the extremist Sunnis would therefore fit into its strategy (or end).

If we could be provoked into disarming (ie, no longer offering appealing values to moderate Muslims) and attacking the wrong center of gravity (=Napoleon to Moscow), then a Wahabi-Sunni caliphate, united against Shias and the West, would become more likely. Al-Qaeda would consider this victory.

2) From our point of view

Clause which?

Clause which?

For us, 9/11 was a wake-up call. There were people who were trying to kill us, and even though they had only box-cutters (and hence our planes) they might get nukes. We had to keep nukes and other WMDs out of their hands, and to keep our enemies out of our countries altogether. Strategically speaking, so far, so good.

Problem Nr 1: Offense or defense? Clausewitz said that defense was better. Even in this case, he might be right. After 9/11, there was a global outpouring of sympathy for America. In Europe, Asia, even in the Middle East, reasonable people were on our side. For Al-Qaeda, this might have been an early culminating point, an act of over-reaching that could have united us with our allies and even some enemies and estranged moderate Muslims from Al-Qaeda, thus leading to its defeat.

But defense was not an option, for reasons of domestic politics and psychology, and Al-Qaeda knew that. Hence…

Problem Nr 2: Since we were going on the offense, what was the enemy’s center of gravity? The difference between going on the offensive as opposed to an offensive is one of aim: if we hit, it’s the; if we miss, it’s an. So was the center of gravity

  • Osama?
  • Afghanistan?
  • Al-Qaeda everywhere and anywhere?
  • Its sympathizers anywhere?
  • Muslims?
  • The arms, ie the WMD, wherever they were, that might fall into Al-Qaeda’s hands?

You see the difficulty. As it turned out (but we could not have known that then), any item on the list above that seemed easy and straightforward subsequently turned out to be hard and elusive.

  • We thought we could get Osama quickly (but worried even then that he personally was not the center of gravity–correctly, I think). But here we are and he is, well, somewhere.
  • We thought we could do better than the Soviets, and as well as Alexander the Great, and just subdue Afghanistan. And we did. But then we didn’t. Or did we?

What we should have realized even then is that the center of gravity was the rest of that list.

  • “Al-Qaeda everywhere,”
  • “its sympathizers anywhere,” and
  • “Muslims”

were and are three disctinct but fluid and overlapping populations. If we were to “win over” Muslims, then there would be fewer sympathizers, and thus also fewer (new) members of Al-Qaeda.

What would that have entailed? Borrowing a bit from Lao Tzu, we might have done a lot less, because Al-Qaeda is so appalling to most Muslims. (Most of the people Al-Qaeda kills are Muslims.)

We might also have contemplated a full-fledged “Muslim Marshall Plan”, on the scale of the one that we brought to Germany and Western Europe after the war (against our then-new enemy, Communism). The earthquake in Pakistan and events like it were great opportunities, largely overlooked, to show them what we can be and what Al-Qaeda is not.

We did neither of those things. Instead, we got more active than Al-Qaeda, and blew up more than we built up. That was a strategic mistake, but not nearly as big as the following:

  • The arms (ie, the WMD)

No, I am not talking about merely getting our intelligence about Iraq wrong (as tragic as that was). At the time (defined as: after Colin Powell’s presentation to the UN) we all thought that Saddam was making WMD.

But so what? The strategist (Clausewitz) would step back and look at the overall situation:

  • a risk of loose nukes in the former USSR. Must secure as fast as possible!
  • Pakistan, which is Muslim and next to Afghanistan, having nukes. Must support and stablize country! Check back in often.
  • North Korea, which was on the verge of getting nukes, but still had our (IAEA) monitors inside the country. Must contain and engage! Otherwise consider pre-emptive strike!
  • Iran, which was far behind North Korea in progress toward nukes, domestically complex, our enemy but also Al-Qaeda’s enemy. Must attempt to turn into potential ally against Al-Qaeda!
  • Iraq, which was furthest behind, mostly dabbling in chemical and biological WMD (I’m still quoting what we thought then), which are infinitely less dangerous (harder to deliver, less lethal). Our enemy, but also Al-Qaeda’s natural enemy. Must attempt to turn into tool against Al-Qaeda!

I’m guessing that several of those points caused you whiplash (the bits in italics). But remember that the idea of Nixon going to China would have caused you whiplash too.

What we did not do, but should have done, is to think strategically about the world’s nukes. A clear hierarchy of danger existed, with North Korea at the top and Iraq not even on it.

What we also did not do, but should have done, is to think strategically about enemies and allies (as Nixon and Kissinger did). The biggest enemy was Al-Qaeda. Iraq and Iran were holding each other in check (thanks to Bush senior who, in a masterly and subtle gesture, pulled back in the first Gulf War just at the point that would allow Iraq to keep holding Iran in check.)

More importantly, Iran, being Persian and Shia, and Iraq, being secular and Baathist, were both natural enemies of Al-Qaeda. Duh!

I will never forget the day I came back from the slopes in Whistler on a ski holiday with my fiancee (now wife), turned on the TV and watched the news of North Korea kicking out our monitors. That was it. That was the moment I knew we had screwed up. (And we did not even know yet that Iraq had no WMD.)

Kim Jong-Il was watching what we were about to do to Saddam and decided to make a run for it–ie, for the nukes. Until we invaded Iraq, we had everyone in a tense stalemate: Saddam could not move and had monitors in every orifice, Kim Jong-Il had monitors, and Iran was worried about Iraq as much as us. After we invaded Iraq, North Korea and Iran called our bluff: We were not going to “pre-empt” anybody again.

The rest is history

  • We invaded Iraq and found no weapons, even as we watched North Korea get nukes and Iran follow close behind.
  • We weakened Muslim moderates in their own domestic debates against extremists by becoming what Al-Qaeda needed us to become: torturers, abusers of Muslims at Abu Ghraib, bombers of civilians. We gave them a Feindbild.
  • At home, once we realized we were not advancing our strategy–indeed, not even formulating it properly–we began confabulating other war aims. Suddenly, it was about “democracy”, and bringing it to a region at gun point. This was somehow going to solve everything. This is when I became disgusted.

Summary: We kept sympathy for Al-Qaeda alive longer than was necessary and allowed nukes to get into the hands of people who might yet trade them to Al-Qaeda. Strategically speaking, an utter disaster.

Fortunately, the story is not over yet and, with luck, we will look back at the Bush years as merely lost time, not an irreversible defeat.


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Going deeper: strategy, tactics, operations

If you’re still into this emerging little sub-series on strategy and Clausewitz, read Kenneth Payne’s rebuttal to my posts and our discussion in the comments.

Kenneth challenges my view that Truman and MacArthur can be seen as archetypes for strategy and tactics, and frames them instead in the perennial tension between civilian and military leadership. In the comments, he then refines that into the idea of operational versus non-operational war-making.

This immediately reminded me, obliquely, of a great (incisive and entertaining) TED talk by Thomas Barnett, a great strategist. His thesis is precisely about how strategy affects operations–ie, the ‘boring’ bits of the Pentagon and State Department.

In a nutshell: The strategic situation of the United States today is one of

catastrophic successes

Sound familiar?

In this context, Barnett means that our military is so strong that nobody is willing to fight us in the “ordinary” way anymore. So what do we do with all our power?

The pattern (Iraq, etc) is this: We kick ass in war, then fail in peace. Because we are bad at the transition. What we have, according to Barnett, is

A Leviathan force.

What we now need to add is a

sysadmin (system administration) force … or  a “Department of Something Else” between war and peace

to manage the messes we create. Speaking like a true strategist–indeed, as I believe Clausewitz would have spoken–Barnett says:

Don’t plan for the war unless you plan to win the peace

So, to me, this is still all about ends and means, strategy and tactics. Here is the talk:



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Tactics vs Strategy: MacArthur vs Truman

Tactician

Tactician

  • Knowing means from ends
  • Knowing tactics from strategy
  • Understanding why the first must always be subordinate to the second

These, as I argued in the previous post, are the greatest and most enduring lessons of Carl von Clausewitz, and the reason why I include him in my pantheon of great minds.

Where I have most fun in my forthcoming book is in fleshing out his ideas in contexts other than war, to show that strategy applies to all areas of life. But today I want to make his ideas a bit more concrete in the obvious context: war.

So allow me to introduce the two archetypes:

  1. Douglas MacArthur and
  2. Harry Truman
Strategist

Strategist

Here is their story (from one of the best biographies ever written):

Nuke to win, nuke to lose

In June of 1950, Communist forces from North Korea poured south across the 38th parallel in an all-out attack on South Korea. Harry Truman, having come to power late in life, was the American commander-in-chief and had already made history by dropping the first and only two atomic bombs on Asian cities just five years earlier. He knew immediately and instinctively that this Communist attack had to be reversed or contained. And there to execute this purpose, in theory, was Douglas MacArthur, the commander of the United Nations forces in the region, as well as a certified American Hero from World War II and a notorious prima donna.

MacArthur began true to form, with a swashbuckling landing at Inchon in South Korea. He took the enemy by surprise, liberated Seoul in eleven days and, by October 1st of 1950, brought UN forces—primarily composed of Americans—back to the 38th parallel that the North Koreans had crossed. MacArthur now wanted a “hot pursuit” , and Truman authorized him to cross the 38th parallel.

Truman, however, added a crucial strategic condition: Do not to provoke the Chinese to enter the war, lest that should spark World War III and possible nuclear Armageddon!

Right around then, things began going wrong, not only in the war effort but also in the relationship between MacArthur and Truman.

When the two men met–for the only physical meeting of their lives–on  a tiny coral islet in the Pacific, MacArthur tellingly greeted his commander-in-chief but failed to salute. The two men then met alone, before inviting others to join them. Truman made clear his overarching concern, one that Clausewitz would have approved of: to keep this a “limited” war,  meaning a war to meet one single objective—rebuffing Communist aggression in Korea—without risking an escalation into what Clausewitz would have called an “absolute” war.

But the following month, Truman’s fears came true and the Communist Chinese attacked with huge force. Suddenly, MacArthur, who had been dreaming of another glorious military victory, was trying to avoid a humiliating defeat. He demanded:

  • huge reinforcements,
  • a wholesale naval blockade of all of China and
  • immediate bombing of the Chinese mainland.

MacArthur wanted to broaden the war and to burst any remaining “limits” on it. For MacArthur, there was only one objective: victory. At all costs!

Truman thought the exact opposite. His first fear had already come true, and he now worried that the Chinese were the advance guard of a Soviet Russian intervention, what he called “a gigantic booby trap”  that could lead to the explosion of World War III.

Truman and MacArthur started issuing competing press releases. MacArthur began publicly blaming Washington for everything that was going wrong. He disobeyed specific orders. He called on Truman

  • to drop thirty to fifty atomic bombs on the cities of China (!) and
  • to “sever” Korea from China by laying down a field of radioactive waste all along the Yalu River.

MacArthur appeared to have lost his mind. He even issued his own ultimatum to the Chinese government, as if he were president.

Big Man vs Little Man

At last, Truman took the inevitable measure and fired MacArthur. This was an obvious step, but not an easy one. MacArthur, to ordinary Americans, was still a war hero, whereas Truman’s approval was at an all-time low of 26%. (Hard to remember today, but true.) Time Magazine wrote that “Douglas MacArthur was the personification of the big man” whereas “Harry Truman was almost a professional little man.”  In a poll, 69% of the country backed MacArthur. There were calls to impeach Truman. (Never underestimate the capacity of a democracy, whether Athenian or American, to run amok!)

In time, minds cleared. Truman settled for a stalemate in Korea that continues to this day and is as tense and unsatisfactory this week as ever. He chose a “defeat” of sorts that has brought lasting peace. Communism would be contained for another four decades and then crumble, leaving American as the only superpower. Parts of East Asia, like Western Europe, would prosper in relative safety.

Had MacArthur prevailed, America might well have achieved “victory”, at the cost of another world war, nuclear annihilation of millions, and perhaps nuclear counterstrikes on America from the Soviets, who were fast catching up to the Americans in the technology. It would have been the ultimate impostor of a triumph, with nobody left to march in the victory parade through the radioactive planet.

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Clausewitz and you: Life strategy

Clausewitz

Clausewitz

It’s time to talk about tactics as opposed to strategy in life, because knowing the difference is crucial to achieving success, and avoiding disaster. And that, of course, is the topic of my book.

The person to know about in this matter (besides Hannibal and Scipio, of course) is Carl von Clausewitz, a Prussian (and later Russian) officer on the losing side against Napoleon. He also witnessed Napoleon’s disastrous retreat from Russia, which made a deep impression on him. Think of him as the equivalent of an adviser to Scipio or Fabius, the Romans on the losing side against my main character, Hannibal.

Clausewitz is without any doubt one of the great thinkers in world history, even though he is enigmatic and still confuses people to this day. The main reason for that is that he spent his career taking notes–hundreds and hundreds of pages worth–which he meant to consolidate into a coherent whole. But then he died of cholera, at the age of fifty-one. So his great treatise, Vom Kriege, “On War”, was not coherent. Even so, it is now considered the most profound work on strategy ever, thanks to the thoughtful analysis of people such as Kenneth Payne, Patrick Porter and David Betz at King’s College in London.

Let’s look at his most famous and controversial quote:

War is nothing but the continuation of politics (or policy) with other means.

Lots of mediocre minds have, over the years, worked themselves into a fury over the alleged cynicism of this quote, entirely missing its point and getting the meaning backward. Clausewitz was not saying that all politics is potentially like war, but that all war must remain subservient to political/policy objectives. This is subtle.

Elsewhere he had set up the basic tension in war: War can in theory be:

  1. absolute, or
  2. limited

In practice, all wars must be limited but simultaneously “want to” escalate. And here we get into Clausewitz’s wisdom:

Means vs ends

A tactical mind always and only wants to win the battle–whatever battle is being waged. (Remember Pyrrhus?) This is the mind that wants to escalate any war toward its absolute extreme. In future posts I will give some devastating examples of what this can lead to.

A strategic mind wants to win “the war” or, better yet, “the peace”! Battles are simply a means to an end. So it makes perfect sense to adjust your battle tactics not to the goal of victory but to the goal of achieving the kind of peace you ultimately want. This almost always introduces moderation and limitation into your tactics.

As with so many bits of profound wisdom, this is deceptively easy to shrug off. But consider how earth-shattering it was in its time. There was, for instance, a pompous strategist named Heinrich von Bülow, who defined tactics as “the science of military movement in the presence of the enemy,” whereas strategy was “the science of military movements beyond the range of cannon-shot of either side.” What banal and trivial drivel!

Now consider how earth-shattering Clausewitz’s insight can be for your own life: “The object of war,” he said, and I will add emphasis in bold:

as of all creative activity, is the employment of the available means for the predetermined end.

And here you see why I include Clausewitz in my pantheon of great thinkers: Simple, profound and specific, and yet expandable to other areas of life.

Have you ever “won” a fight with your lover only to feel that you’ve lost something far greater? “Won” a promotion only to feel that you’ve lost something? “Won” in a bout of office politics only to feel that you should not have entered battle to begin with?

Are you, in your life, confusing tactics with strategy, means with ends? You need some Clausewitz.

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Kudos to other Hannibal lovers and thinkers

I’ve always noticed that, although Hannibal is ever so slightly less of a household name than, say, Alexander or Caesar (or should that be because, rather than although?), he seems to have the more passionate, sophisticated and thoughtful following.

Read, for instance, 100falcons on the subjects of Hannibal’s most ingenious trick, his famous boyhood vow to his father, and some of the lessons that Hannibal has to teach us.

In my book and this blog, I’ll be offering my own lessons. But today I’ll just quote excerpts from 100falcons’:

1. Take the initiative, keep the initiative. [...] His enemy had constantly to try to guess his intention and defend himself against several alternative attacks. The enemy Roman consul was forever on the defensive, waiting, wondering, guessing, bracing himself for the blow. [...]

2. Be quick. Surprise. Hannibal decamped by night from Capua and got to Rome before the Romans in Capua ever realized he was gone. He crossed Etruria through a swamp because that was the way everyone assumed he wouldn’t go.

3. Be crafty, lay a trap. [see also: Hannibal’s most ingenious trap] ….

4. Be flexible. Have a plan but be able to alter it or even drop it as circumstances change. [...]

5. [...] Think two steps ahead, not just one.

6. Understand your enemy; learn his weaknesses. Hannibal always sent out spies to learn the enemy’s plans. He interviewed prisoners and guides to get information. As soon as new Roman consuls were given command, he sent informers to find out who they were. Was the new general a hothead? Had he ever led troops in battle? What was the result? Was he cocky or impatient, did he like to tip the bottle? [...]

7. Be daring. Come down with your army across the Alps with elephants and attack Rome on Roman ground, far from your own country and without logistic support except what you can steal.

8. Keep your mouth shut. Hannibal never told anyone what he was doing.

9. Be all of the above except when you are faced with an enemy who is all of the above. In that case, be like Fabius, [...]

My comment at this stage is that the above lessons fall into the how-to-win category. Some of my lessons will zoom out to contemplate how you can win and yet–mysteriously–lose. That, of course, is half of the point of my book, which is that success can be one of Kipling’s impostors.

Incidentally, Erikatakacs left a comment underneath 110falcons’ post which he/she then began to answer in another post. In essence: why on earth did Hannibal not take Rome itself? Isn’t that why he went to Italy in the first place? Well, there are good reasons why he did not. But this also presents us with his fascinating paradox. If he was so good at thinking several steps ahead (as in Lesson Nr 5 above), why didn’t he… think that one extra step ahead as well. Let’s remember, that this winner ended up …. losing! Kipling indeed.


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