The 33 Strategies of War by Robert Greene is a "guide to the subtle social game of everyday life informed by the ... military principles in war.". Greene, Robert, "The 33 Strategies of War", Viking Adult, 2006 It is comprised of discussions and examples on offensive and defensive strategies from a wide variety of people and conditions such as Napoleon Bonaparte, Lawrence of Arabia, Alexander the Great, and the Tet Offensive.
The book is divided into five parts: Self-Directed Warfare, Organizational (Team) Warfare, Defensive Warfare, Offensive Warfare and Unconventional (Dirty) Warfare. Each part contains a differing number of strategies, each in a chapter. Each chapter has a similar layout. Descriptions of battles, political and business situations are accompanied by Greene's interpretation. There are occasional instructional sections followed by examples. All chapters end with a "Reversal" to give a brief discussion of where the strategy may not apply, a contrary view or defense. Throughout the book Mr. Greene includes quotes from a variety of sources. These are incorporated in the margins and between sections.
Identify and fight your opponents, but when you have won act conciliatory.
1) Declare War on Your Enemies: The Polarity Strategy. To fight you must know and identify your opponents. Greene identifies:
The Inner Enemy. Hired to fight the Persians in 401bce, Xenophon had to turn a mercenary band of Greeks into a unified group fighting for self-preservation. They had to identify the opponent, determine the reasons for their fight and battle their own issues.
The Outer Enemy.Margaret Thatcher, defined her fight and her opponent. She fought relentlessly for what she felt was right not backing down in the face of opposition driving her tasks to completion.
Keys to Warfare
Define your opponent.
If in doubt, test to ensure he is your opponent.
Having opponents implies your importance, maintain your focus.
Use your opponents to distract attention from you.
No complete reversal, do not fight the last war, learn from it.
2) Do Not Fight the Last War: The Guerrilla-War-of-the-Mind Strategy. Tactics age, keep tactics fresh and always develop new ones.
The Present War. In 1605Miyamoto Musashi, a samurai, had series of defining duels. He developed a pattern for his fighting, but would regularly change his tactics to confound and confuse his opponents. His continual adaptation of his tactics afforded his opponents no comfort.
Keys to Warfare
Drop preconceived notions.
Forget the last war.
Re-examine beliefs and principles.
Keep inventing new plans.
Adapt to current times.
Reverse course doing the opposite of what has been done before.
The only reversal is to use this against others, intimidate them and raise their paranoia to allow them to intimidate themselves.
3) Amidst the Turmoil of Events, Do Not Lose Your Presence of Mind: The Counterbalance Strategy. You must stay focused, define your goals and have the confidence to achieve those goals. With this in place, strive toward that goal relentlessly.
Detached Buddha Tactic.Film directorAlfred Hitchcock always had a complete understanding and plan for his movies. He knew the look and feel that he wanted to achieve. His methodical approach, though confusing to others, gave him a calm demeanor on the set.
Keys to Warfare
Do not get frustrated by people less strategic or foolish, use them to your advantage.
Seek out the conflict, do not hide from it.
Maintain presence of mind, do not let yourself be intimidated by yourself or others.
Do not panic, focus on what you are confident in.
Develop a quick reaction sense, make decisions.
Rely only on yourself, minimize reliance on others.
Be aware that when you are the aggressor and your opponent has nothing to lose, this strategy will work for them.
4) Create a Sense of Urgency and Desperation: The Death-Ground Strategy. When there are no other options, people fight harder. If the choice is life or death they have nothing to lose.
No Return Tactic. In 1504Hernán Cortés used this tactic as he removed the ability of his 500 men to return to Cuba. They had to fight the Aztecs even though grossly out numbered.
Death at Your Heals.Fyodor Dostoevsky's near execution fortified his resolve to make each work as if it were his last. The intimate experience with his mortality allowed him to rise above life's trivialities.
Keys to Warfare
Take the one and only chance approach.
Do not wait to be ready, act sooner.
Act as if it is you against the world.
Stay restless, do not seek comfort.
Part 2: Organizational (Team) Warfare
It is never good to give up authority.
Look at your opponents that are allied and determine ways to split them based on the weaknesses in their alliance.
Remote Control. Throughout his career General George Marshall established a set of protégés carefully teaching them his philosophy of command. This created the ability for him to know and trust the actions of his subordinates. Eventually allowing him to place generals, like Dwight Eisenhower, in positions of extreme authority knowing the situation would be run according to his beliefs and style.
Keys to Warfare
Create a chain of command.
Look for people to fill your voids of knowledge, rely on them but do not become captive to them.
Divided leadership is dangerous.
Ensure you get rapid information from the trenches.
Be wary of the politically inclined in your midst.
At times, especially when change of tactics is required, the team may need to be tighten, brought together to become one again.
6) Segment Your Forces: The Controlled-Chaos Strategy. Smaller units are more agile, mobile and deft.
Calculated Disorder. In 1805Napoleon was being attacked by the Austrian troops under Karl Mack. The former divided his troops and supplied them with specific instructions. Surrounding the Austrian troops who surrendered at the Battle of Ulm with little fighting.
Keys to Warfare
Keep yourself in a position of force (Sun Tzu's Shih)
Instill the philosophy of following commands "in spirit" not "by the letter"
Create enmity in the troops so that when they are apart they follow the same philosophy
Morale spreads, but so does discontent. At the first sign of discontent quell it. In 58 bceJulius Caesar actually arrested his rumormongers.
7) Transform Your War into a Crusade: Morale Strategies. Create an atmosphere of fighting for something noble—a cause or a need. Respect your troops.
The Art of Man Management. Be a leader 1) fight for a cause, 2) provide for the team, 3) lead by example, 4) focus the team's energy, avoid idleness, 5) feed the emotions to feed the cause. 6) reward and punish sparingly, but let the team know they exist, 7) build team history and use it to bond, 8) remove the disaffected.
1796: Napoleon energized his troops with the "Spirit of the Republic" for their battles, often visiting troops or wounded so they would see his energy and build their morale.
Part 3: Defensive Warfare
One can win an expensive battle, but it is usually not worth the risk. Try to spend your opponent's assets, draw them into the battle, bait them to fight the expensive fight.
8) Pick Your Battles: The Perfect Economy Strategy. Fight economically, conserving all your assets. Know your strengths and play to them. War consists of weakening the other side—militarily, financially and morally.
Spiral Effect. In 280bcePyrrhus of Epirus acted as a mercenary to the city of Tarentum about to go to war with Rome. He was drawn into a series of battles by his ego and guided by inadequate intelligence. He won the battles, but his army was decimated. The final war, the Pyrrhic War, ruined him forever and was the genesis of the term "pyrrhic victory".
Strengths and Weaknesses. Queen Elizabeth I ascended to the thrown of England in 1558, at that time a secondary military power. Against her advisors she waited and did not engage Philip II of Spain. Instead she looked for more subtle ways of damaging him, she enlisted the royal Navy to run pirate raids on his ships returning from the New World and using other less conventional techniques to destroy the Spanish Armada. Queen Elizabeth I carefully picked her battles to conserve resources and slowly decimate and superior force.
Keys to Warfare
Make do with what you have. Leverage your assets.
Do not rely on technology and equipment, rely on your knowledge.
Balance your ends to your means. Do not get over extended.
Use deception where you do not have the economic means to expand.
Do not proceed only out of pride. Stop before it gets worse.
Know your limits.
There are times when one needs to strike first, but try to draw your opponent into the first strike, on your terms. If this does not work re-assess your options for an offensive approach.
9) Turn the Tables: The Counterattack Strategy. Moving first shows your opponent your strategy. Wait; draw them to make the first move. Analyze their strategy and counterattack based on the weaknesses they reveal.
Disguise Aggression. Prior to the Battle of Austerlitz (1805), Napoleon played scared and panicky. Czar Alexander I of Russia, anxious for revenge, decided to lead the allies into battle. Napoleon drew the opposing forces forward to expose their weak center and defeat them.
Attempt to draw your opponent into battle by their anger.
Keep calm, irritating and frustrating your opponent.
Deceive your opponent into attacking.
Risk is inherent in making yourself look foolish and threatening. Without action you will condition people to ignore you. You need to take action on occasion.
10) Create a Threatening Presence: Deterrence Strategies. Make people think they will lose, bluff if needed. People want an easy victory and will not attack if they think they will lose.
Reverse Intimidation. 1) Make bold maneuvers and bluff wisely, 2) be a threat, make sudden moves, imply aggression, 3) move irrationally, create unpredictability, act crazy, 4) Feed your opponent's paranoia by indicating capabilities that they are afraid of, 5) maintain a bad reputation, mean, nasty and non-negotiable.
In the 13th century, Robert the Bruce made great strides with a ragtag army against the British armies and King Edward II. His efforts eventual brought him recognition (from King Edward III). Most of the gains by Robert the Bruce were through bold raids, swift incursions and combination of offensive and defensive actions.
John Boyd was assigned to work in The Pentagon to design a newfighter and found the politics difficult. He used a strategy of playing dumb, but heavily researching issues purposed by others and plotting tactics to kill the initiatives.
Retreat is not an end, unless your goal is martyrdom. Your plan must include an attack. Fighting for martyrdom has a grander cause you will never see.
11) Trade Space for Time: The Nonenagement Strategy. Retreat will gain the advantage of thinning your opponent's forces and lengthening their supply and communication lines allowing your forces to concentrate. Not fighting, when they know you can, will aggravate your opponent and increase the chance of them making an irrational move.
Draw out supply and communication lines of opponent.
Create condition for increased error on the opponent's side.
Part 4: Offensive Warfare
Having a grand strategy can result in success that creates 1) too many options and resulting indecision, and 2) a "drunkenness" on success and reckless behavior.
12) Lose The Battles But Win The War: Grand Strategy. Have a bigger plan.
Great Campaign.Alexander the Great developed a new strategy of looking far forward, differentiating him from other leaders. He first gained the ground he needed (territorially and emotionally) but did not increase his holdings to a point that they could not be governed. He did not fight battles he could not win, for instance devising plans to capture the major Mediterranean ports; effectively nullifying the Persian navy.
Close Embrace. Between 1806 and 1813 Prince Metternich met with Napoleon in hopes of understanding him and finding points of weakness that he could exploit. Eventually he assisted in orchestrating Napoleon's marriage to Marie Louise. Metternich used this and other knowledge to the advantage of Austria allowing them to build an army and join a greater alliance in Europe eventually leading to the defeat of Napoleon at Waterloo.
Keys to Warfare
Gather knowledge of your opponent.
Learn to read people, learn them.
Hide your observations.
Strive for quality of information, not quantity.
Be aware of internal spies and disarm them.
Submerge yourself in their mind.
Slow erratic start that is non-predictive, speed is imperative.
14) Overwhelm Resistance With Speed and Suddenness: The Blitzkrieg Strategy. Slow methodical start with a well-planned attack, move fast and sure.
Slow-slow-quick-quick. In 1218Genghis Khan attacked and defeated the more powerful Muhammad II of Khwarezm starting with a series of small deliberate attacks that looked like losses. He then made more serious and speedy attacks to defeat Muhammad II.
Keys to Warfare
Small units provide mobility.
Must have superior coordination.
Quick orders through light chains of command.
There is no reversal, you must have control, although you may not want to show it.
15) Control the Dynamic: Forcing Strategies. Be in control. Be assertive. Control your opponent's mind. Move them into your territory.
The Art Of Ultimate Control. Make the first move, fight on your territory where you are comfortable, look for your opponent's weakness and draw them into it, deceive your opponent to make them think they are in control.
In 1942 during World War II, Rommel used smaller units on the North Africa deserts to strike the British. He kept the units moving continuously, like ships at sea, reducing the ability to attack them. Often he rode with the front line of attack in order to shorten the information chain.
The slaveFrederick Douglass, originally owned by Thomas Auld, was sent to be "broken" by Edward Covey. After many battles, Douglass became openly defiant to Covey, fearing death and having nothing to lose Covey fought Covey and achieved victory simply by creating a situation where Covey would lose his reputation as a slave breaker.
Find the center point of your opponent and attack it—be it communication, media, supply lines.
Dividing your team can generate a deft and mobile force.
17) Defeat Them in Detail: The Divide and Conquer Strategy. Look at the parts and determine how to control the individual parts, create dissension and leverage it.
Central Position. In 490 BC the Persians planned an attack on ancient Athens they landed 24 miles north on Athens on the plains of Marathon. The Greeks traveled north blocking the pass between the two areas. The Persians split their troops at night and attempted an attack Athens directly by sea. The Greeks attacked the troops in what is known as Battle of Marathon and then ran back to Athens to prevent the Persians from disembarking (hence the running event).
Romans divided the power base of their captured areas so that no one area had the power to attack.
Divide groups and they are easier to conquer.
Historically people have banded together to defend themselves, deny them this comfort.
Surprise and splinter the group attacking the pieces.
Occupying the opponent's position can reverse on you by making you look too much like them, losing differentiating factors.
18) Expose and Attack Your Enemy's Soft Flank: The Turning Strategy. Bait for a frontal attack, get your opponent to extend his ranks and in the distraction have your forces attack his exposed flank or rear.
Occupying the Flank.Julius Caesar perfected the art of indirect fighting. Although there were many times when he enlisted the direct method, there are many cases where he fought indirectly. Notably were the power struggles with Pompey. Much of his work was done by showing Pompey's men his kindness and honest treatment of his troops. This worked to get many of his opponent's troops to surrender.
No reversal. Without 100% success you are left open to reprisal.
19) Envelop The Enemy: The Annihilation Strategy. Maintain constant pressure on your opponent to defeat their will power.
Horns of the Beast. In 1778 the British in Natal wanted to absorb the Zulu territories. In the Battle of Isandlwana the Zulu used their knowledge of the land to surround, surprise and rout the British.
Keys to Warfare
The psychology of enclosure is strong. John D. Rockefeller used this tactic continually to "surround" potential competition by buying land and infrastructure they needed to compete with him.
Use what you have in abundance.
Create the feeling of being surrounded by creating attacks from nowhere.
There is no advantage of a direct attack. Maneuvering, though, can give you too many options and can paralyze your advance.
20) Maneuver Them Into Weakness: The Ripening For the Sickle Strategy. Continue calculated moves in your position. This will enable you to control the situation and bewilder and exhaust your opponent.
Maneuver Warfare .
Create flexible plans with many options.
Make plans that keep your opponent in check and always on a new defensive.
Make plans that give you room to maneuver.
Make plans with slight irrationality to puzzle your opponent.
In 1800Napoleon had to defeat the Austrian armies in Italy. He made his plans and nearly everything went wrong. But Napoleon had made enough alternate plans and he kept maneuvering to the new situations at hand and he defeated them at Marengo where is original plans had predicted he would.
In World War I the British tried to capture Aqaba from the Turks. T. E. Lawrence, fluent in Arabic and familiar with the tribes of the Syrian Desert, used a small army to move quickly through the desert and antagonize the Turks. His fast maneuvering denied the Turks a target and he was able to cut their supply lines resulting in the surrender of Aqaba.
In 1937Harry Cohn of Columbia Pictures hired Leo McCarey to direct The Awful Truth The script was poor and McCarey had to figure out how to improve the script. He routinely made changes at the last minute and would wait to shoot until he felt it was right. This ploy gave the movie spontaneity and drove it to success.
Tsukahara Bokuden, a master samurai, was challenged by a young unnamed swordsman. Bokuden practiced Mutekatsu-ryu and moved the challenge to an island. As his challenger stepped from the boat, Bokuden pushed the boat away from the shore, stranding (and out maneuvering) the young swordsman.
Moving too far or being too aggressive came embitter your opponent and others creating animosity and prolonged resentment leading to retribution.
21) Negotiate While Advancing: The Diplomatic-War Strategy. When negotiating a settlement you should not let up on the pressure to advance. This provides you more to negotiate with and does not give your opponent time to regroup.
War by Other Means.Philip II of Macedonia came to power in 359 BC. The city-state of Athens did not support his ascent. In the negotiations between the Athenians and Philip II he continued to make promises of peace but continued to grow his empire. Eventually he formed the League of Corinth(Note: The book refers to this as Hellenic League which appeared 100 years earlier) to ally many Greek city-states to attack the Persians.
Maintain pressure and advance to give your opponent reason to conclude.
Ask for little, you get only a little.
No reversal, you must end an engagement positively.
22) Know How To End Things: The Exit Strategy. Know when you are beat and cut your loses. Know how to win with flair and bring a positive conclusion to the encounter; reducing your opponents in the future.
No Exit. The Soviet Union's invasion of Afghanistan, and the resulting war, caused a no win situation for the Soviet Union primarily due to the lack of understanding of the Afghan people. Significant expense (monetarily, politically and in troop loss) caused Gorbachev to withdraw Soviet troops, completed in 1989. (Note: A potential error in the book where Greene refers to Afghanistan's "ports on the Indian Ocean", I can find no reference to alliances that would bring that.)
Ending as Beginning.Lyndon Johnson fought a tough election for the Texas10th Congressional seat in 1937. He had few friends in the party and soundly defeated the well-seasoned political veterans. Immediately after the election he amiably approached his opponents thanking them to the hard fight and successfully wooing them into his alliance.
Keys to Warfare
Dreamers never complete, their end is always poor.
Closure needs satisfaction for all involved.
Humiliation of the defeated only creates animosity.
Conclusion in exhaustion is not favorable since there is not energy left to create alliances.
Conclude realizing the end is more important than the success of the fight.
Part 5: Unconventional (Dirty) War
Uncovered deception is a huge advantage to your opponent.
Maintain a cover story in case you are discovered.
Don't rely only on deception; it is tool not a plan.
23) Weave a Seamless Blend of Fact and Fiction: Misperception Strategies. Deception is an ancient art and invaluable when throwing people off your track. Misinformation and decoys can consume your opponent.
Make the real look false and the false look real to create complete ambiguity.
There is no advantage to attacking by the expected means and methods.
24) Take The Line of Least Expectation: The Ordinary-Extraordinary Strategy. Do the unexpected. If always calm be radical, if always radical do something ordinary.
Use tactics that your opponent does not know.
Mix ordinary tactics with the unusual.
Act crazy but calculated.
Continue to think of new things.
In 219 BCRome decide to take the offensive with Hannibal. They chose to face him at the Trebia river. Hannibal exhibited erratic behavior drew the Roman army across the river and then shocked them with his use of elephants. The Romans made many other attempts to draw Hannibal into a fight but Hannibal did the opposite of what they expected giving him a great advantage.
The Ojibwa tribe had an elite band of warriors called the Wendigokan. This band would act crazy during battles, yelling the exact opposite of their intent. This caused confusion in their opponents and terrified them not to engage in battle.
Represent yourself as "good", your opponent as "bad".
An immoral act will ruin your reputation.
Make your opponent start the actual "fight".
Wars of self-interest are short and defined.
Wars on moral grounds are long and protracted, attempting to annihilate the roots of the immoral.
You cannot use conventional means with a guerrilla you must deny them targets. If you do attack, attack strong and quick at any central point they have.
26) Deny Them Targets: The Strategy of the Void. Remove any targets you have for your opponents. Do not create a front or make your front so broad that attacking it attacks their base. No targets will frustrate your opponents increasing the chance they will make a mistake.
The Lure of the Void.Napoleon's 1812invasion of Russia met with a retreating Russian army putting up little resistance and buying time. Cossacks sniped him, retreating Russian troops left behind burned out towns and fields and no food. The initial French force of 450,000 troops was reduced to 100,000 by the time they reached Moscow. The retreat lead to further decimation.
Lure your opponent to attack to use guerrilla tactics effectively.
Be wary of people that come to your assistance. Other will use this against you, ensure that they do not use you negatively. Look to turn that alliance to your positive.
27) Seem to Work for the Interests of Others While Furthering Your Own: The Alliance Strategy. Form temporary allies to meet your current needs, do what is necessary to hide the temporary nature of your business. Undermine the alliances of your opponents to weaken them.
False Alliances.Murray Bowen, a psychiatrist, used his clinical knowledge to resolve a personal family situation. He wrote a series of letters to family members in order to show concern for the person, but exposing a series on gossipy relations that were in the family. In this process he actually created a degree of autonomy for himself which gave him the power to control the situation and facilitate his siblings in creating a healthy family relationship.
Keys to Warfare
Find those to advance your current interests.
Help someone else you need help from to create debt.
We need allies in our sturggles—for resource, skill or protection.
Damage other's alliances.
Play the autonomous center, brokering resolution.
When fighting allies create mistrust between them dividing their ranks.
This approach can raise suspicions and be politically costly; a direct approach will minimize that cost. Use this sparingly.
28) Give Your Rivals Enough Rope To Hang Themselves: The One-Upmanship Strategy. Give your opponents the space to make mistakes, provide them with assignments they cannot complete and damage their reputation. Hide your involvement and maintain your innocent.
The Art of One-Upmanship . Look for the internal rival, find their weak spot and needle it to make them anxious. Employ others to work the anxiety and make it bigger. Get the rival to over-react and step back and let them do the rest. When they are near the end of their destruction offer help, not to rub in the defeat, but help show your innocence.
Tsukahara Bokuden, renowned samurai, was challenged by an ambidextrous young samurai. Bokuden accepted the challenge, but focused challenger's attention on the "unfair" use of his left arm. In the fight, Bokuden attacked his right. Later, in 1605, the swordsmanGenzaemon was challenged by Miyamoto Musashi. Musashi showed up late and in non-standard attire, this angered Genzaemon positioning him to make many errant moves.
People dislike confrontation so giving little pieces is easy.
Take control, your opponent will have to fight to get it back.
Look for opportunities in a rival's troubled times.
Be patient, time is your ally.
Watch other people's communication for generalities that hide their intents or cliches that distract peoples focus.
30) Penetrate Their Minds: Communication Strategies. Fight with words that will occupy your opponent, make them think and try to interpret your meaning. Use actions other than words, when needed, to make a lasting impression.
Visceral Communication. In filming The 39 Steps in 1935, Alfred Hitchcock handcuffed the leads Madeleine Carroll and Robert Donat and then feinted losing the key and left them handcuffed for many hours. The ploy was to make them understand the script they were about to play. Hitchcock furthered his indirect communication by actions contrary to the situation—working his actor's minds.
The Mastermind.Niccolò Machiavelli worked in Florence's Second Chancery. As Florence went in and out of Medici control between 1494 and 1512 Machiavelli was displaced from his job. In order to stay in touch with the Florentine government he wrote The Prince, on princely rule, and engaged his friend Francesco Vettori to show it to the Medici's. He later wrote Discourses on Livy. These unpublished works were a stepping stone for Machiavelli to return to favor. After his death the manuscripts were published in multiple languages. Eventually his works permeated the minds of many cultures having a greater communication power than Machiavelli could have ever imagined.
Keys to Warfare
Use the profound to stay with other people over time.
Communicate with action, not only words.
Silence can say more than words.
Shock will bring short lived communication.
Communication must focus on change.
Look for the saboteur within, but do not be paranoid. Treat your troops fairly and they will police themselves.
31) Destroy From Within: The Inner Front Strategy. Infiltrate your opponent's camp. Once there, you do not need to attack or show your intentions. Slowly take over from within.
32) Dominate While Seeming to Submit: The Passive-Aggressive Strategy. Use non-aggression to fight your opponent. Their aggressive acts will benefit you and garner support from others. Since there is the presentation of both "good" and "bad" traits, people normally see only the positive approach.
The Guilt Weapon. To protest the SaltTax imposed by the British Raj, Mahatma Gandhi stage a 200 mile march of to the ocean. The Governor-General of India, Lord Edward Irwin, was relieved at the seeming insignificant action Gandhi proposed. Lord Edward Irwin did nothing to stop the march. But the march attracted thousands. Irwin had limited his options since he had not acted early to stop the march and now it would be a big issue. Gandhi had chosen his protest wisely—benign to the British and poignant to the Indians.
Passive Power.CzarAlexander I wanted to reform the monarchies of Europe. He used the 1820 revolts in Spain and Naples to solicit a meeting of the monarchs to address the issues. AustrianPrinceMetternich used this to subtly move the Czar to a position of supporting the "old guard rule" over any form of liberalization.
Keys to Warfare
Using passive-aggressive behavior the "positive" stands out.
Succumb to others, while covertly fighting.
Do not be too eager for power.
Train yourself to see passive-aggressive and react to it.
33) Sow Uncertainty and Panic Through Acts of Terror: The Chain Reaction Strategy. The goal is chaos and creating the lack of trust in familiar surroundings. What was once safe is now uncertain.
The Anatomy of Panic. In 1092 death of Nizam al-Mulk was at first felt to be a reprisal for the attempts to suppress the growth of the sect NizariIsmaili. The Nizari, a group cloaked in secrecy, had developed a new method of revolt where Assassins (derived from ArabicHashshashin) would emerge from a seemingly calm crowd and kill their target with a dagger. This new form of warfare appeared to be able to manifest itself in an omnipresent form against its opponents.
Keys to Warfare
Responding dispassionately will defeat the cause.
Thwart the attacks at the point of the attack.
Create unstable ground.
Take the moral high ground, exploit being the victim.
Randomize the frequency of attack.
Most effective in small bands.
Fighting back in a disproportionate manner fuels their cause.
Complete Table of Contents
Part I: Self-Directed Warfare
1 - Declare War on Your Enemies: The Polarity Strategy
2 - Do Not Fight the Last War: The Guerrilla-War-of-the-Mind Strategy
3 - Amidst the Turmoil of Events, Do Not Lose Your Presence of Mind: The Counterbalance Strategy
4 - Create a Sense of Urgency and Desperation: The Death-Ground Strategy
Part II: Organizational (Team) Warfare
5 - Avoid The Snare of Groupthink: The command and Control Strategy
6 - Segment Your Forces: The Controlled Chaos Strategy
7 - Transform Your War into a Crusade: Morale Strategies
Part III: Defensive Warfare
8 - Pick Your Battles: The Perfect Economy Strategy
9 - Turn the Tables: The Counterattack Strategy
10 - Create a Threatening Presence: Deterrence Strategies
11 - Trade Space for Time: The Nonenagement Strategy
Part IV: Offensive Warfare
12 - Lose The Battles But Win The War: Grand Strategy
13 - Know Your Enemy: The Intelligence Strategy
14 - Overwhelm Resistance With Speed and Suddenness: The Blitzkrieg Strategy
15 - Control the Dynamic: Forcing Strategies
16 - Hit Them Where it Hurts: The Center of Gravity Strategy
17 - Defeat Them in Detail: The Divide and Conquer Strategy
18 - Expose and Attack Your Enemy's Soft Flank: The Turning Strategy
19 - Envelop The Enemy: The Annihilation Strategy
20 - Maneuver Them Into Weakness: The Ripening For the Sickle Strategy
21 - Negotiate While Advancing: The Diplomatic-War Strategy
22 - Know How To End Things: The Exit Strategy
Part V: Unconventional (Dirty) War
23 - Weave a Seamless Blend of Fact and Fiction: Misperception Strategies
24 - Take The Line of Least Expectation: The Ordinary-Extraordinary Strategy
25 - Occupy the Moral High Ground: The Righteous Strategy
26 - Deny Them Targets: The Strategy of the Void
27 - Seem to Work for the Interests of Others While Furthering Your Own: The Alliance Strategy
28 - Give Your Rivals Enough Rope To Hang Themselves: The One-Upmanship Strategy
29 - Take Small Bites: The Fait Accompli Strategy
30 - Penetrate Their Minds: Communication Strategies
31 - Destroy From Within: The Inner Front Strategy
32 - Dominate While Seeming to Submit: The Passive-Aggressive Strategy
33 - Sow Uncertainty and Panic Through Acts of Terror: The Chain Reaction Strategy
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