Comments on: Clausewitz, “On War”, Book VIII: War Plans are Simplicity Itself!

By: Lexington Green

Lexington Green — Thu, 12 Mar 2009 13:36:53 +0000

Michael, good point. However, the commander who can act in this way has had to work his way up to it, starting on a base of natural aptitude. Michael Jordan had natural aptitude, and then built onto it many, many hours of practice and play. He got to the point where he made instant decisions and executed them instantly. Great commanders are similar. Clausewitz is saying that they do not go down a check list when making a decision. However, that ability to act swiftly is a combination of natural aptitude, experience and study. His book has the humble aim of making the study component more effective and focused.

Also true about alligators and swamps. That is why the statesmen and commanders who can see through the fog and press on through the friction and never lose sight of the goal are rare and priceless.

By: Michael Hiteshew

Michael Hiteshew — Thu, 12 Mar 2009 08:03:23 +0000

Clausewitz tells us that the vast array of factors that must be considered in preparing a plan for war seem, in the hands of great generals, to be “extremely simple” and their decision-making appears to be “uncomplicated” and “off-hand”. This is an illusion.

Actually, I think most experienced professionals work this way. I suspect you can look at a legal issue and very quickly hone in on what the key points are and what can be ignored or dealt with later. There was a book, Blink, written recently on that very phenomenon.

…the political and military leadership is distracted…by the incoming tide of “extraneous matter” and they are led instead into making plans and decisions based on the “ideas, emotions, and conditions prevailing at the time” rather than a reasoned analysis, or even a well-formed intuition…

Another way of saying that is that sometimes, when you’re knee deep in alligators, it’s hard to remember your original intention was to drain the swamp. It’s easy, and common, to become overwhelmed by events.

By: David Foster

David Foster — Wed, 11 Mar 2009 22:24:41 +0000

$#@!^%$#

..that was supposed to be “when to believe the *CIO*”

By: David Foster

David Foster — Wed, 11 Mar 2009 22:23:55 +0000

One of the most difficult things for the civilian leader in a war is probably establishing the right amount of control over his military commanders..not micromanaging them and doing their jobs, but not uncritically believing everything they say, either. He must understand enough about their performance, and have enough of a military context to put it in, to decide when it is time to make personnel changes…as Lincoln did more than once.

This is analogous to the corporate CEO or General Manager who must deal with subordinates in areas that may not be part of his own core expertise. When to believe the CEO when he says that 200 person-years for the new inventory control system is reasonable, for example? When to believe the VP of Design when he says that a totally new look for all the cars is called for?

See trusting experts–and which experts to trust.