By Norton Paley

Distilling the knowledge of Carl von Clausewitz's huge 1832 vintage On conflict, this booklet transposes Clausewitz's such a lot enduring strategies on management and technique to aid latest executives and bosses imagine like strategists. Tapping into the common classes of method, it uncovers capability ideas to a few of the main obstinate aggressive difficulties and offers readers with an realizing that integrates Read more...

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15 further from their natural course; appeasement and peaceful coexistence will characterize the conflict. At times, however, emotions might be so aroused that, looking at the strategic implications, one would be hard put to maintain overriding control. Yet if the motivations are so powerful, there must be a policy of proportionate magnitude. And in situations where policy is directed only toward minor objectives, the emotions of personnel will be little stirred and they will have to be stimulated rather than held back.

Expressed another way, chance is the absence of predictability. You cannot say for certain what the Clausewitz’s meaning of the term is the commander’s ability to see things simply, to identify the whole business of war (conflict) completely with himself, which is the essence of good generalship. Only if the mind works in this comprehensive fashion can it achieve the freedom it needs to dominate events and not be dominated by them. A more popular definition is the leader’s ability to size up a situation at a glance.

We shall now go into this question, and we shall see what value must necessarily be attributed to this object of total collapse. Actual confrontation is the only effective force in a conflict. Its aim is to eliminate or reduce the opponent’s capabilities as a means to a further end. That holds true even if no actual confrontation occurs, because the outcome rests on the assumption that if it came to fighting, the rival would be neutralized. It follows that the reduction of the rival’s force underlies all actions.

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Clausewitz talks business : an executive's guide to thinking like a strategist by Norton Paley


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