Clausewitz talks business : an executive's guide to thinking by Norton Paley
By Norton Paley
Distilling the knowledge of Carl von Clausewitz's huge 1832 vintage On struggle, this booklet transposes Clausewitz's so much enduring thoughts on management and technique to aid ultra-modern executives and executives imagine like strategists. Tapping into the common classes of process, it uncovers strength strategies to a couple of the main obstinate aggressive difficulties and provides readers with an realizing that integrates historic references with glossy enterprise perform. statement is inserted at key issues in Clausewitz's unique textual content to interpret and transpose his center rules and to illustrate how they practice in modern day more and more aggressive atmosphere. keeping a spotlight on smooth management and strategic making plans, the publication explains how the human point affects the result of a aggressive war of words. It offers pointers on the actual and mental dimensions of clash, which come with Clausewitz's discussions approximately facing the inevitable forces of friction, likelihood, and good fortune that function within the "fog of war." -- �Read more...
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Extra resources for Clausewitz talks business : an executive's guide to thinking like a strategist
If the time arrives when further waiting would bring excessive disadvantages, then the benefit of the negative policy has been exhausted. Purpose and Means in Competitive Conflict 29 COMMENTARY Four examples describe various marketplace conditions where conflict exists, yet “waiting would bring excessive disadvantages”: Google, the Internet company, built a new computer operating system and attacked Microsoft in virtually all of its businesses. In response, Microsoft fought back rapidly by offering a free, Web-based version of its Office software.
Let us now examine the matter more closely. Confrontation is in the realm of danger; therefore, courage is the individual’s first requirement. Courage is of two kinds: first, courage in the face of personal danger and, second, courage to accept responsibility, either before the tribunal of some outside power or before the court of one’s own conscience. Only the first kind will be discussed here. Courage in the face of personal danger is also of two kinds. It may be indifference to danger, which could be due to the individual’s constitution, or to his holding life cheap, or to habit.
And through the element of chance, guesswork and luck come to play a great part in conflict. Now consider the subjective nature of conflict. That is, the means by which aggressive activity has to be fought will look more than ever like a gamble. The element in which conflict exists is menacing. The highest of all moral qualities in time of danger is certainly courage. Now courage is perfectly compatible with prudent calculations, but the two differ nonetheless and pertain to different psychological forces.