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

 Content: What Is Conflict? Conflict as an Act of Force  The Maximum Use of Force  The Aim Is to Weaken the Rival  The Human Will: Not a Wholly Unknown Factor  Conflict Consists of Several Successive Acts  Strategic Aim Is a Calculation of Probabilities  Actions Cannot Be Interrupted Defense as a Stronger Form of Fighting  Factors That Can Suspend Action  Chance Makes Conflict a Gamble  Chance Best Suits Human Nature Conflict Is Based on Strategic Direction-Never as an Isolated Incident  Conflict Is the Continuation of Policy by Other Means  All Conflicts Can Be Considered Acts of Strategic Direction   Purpose and Means in Competitive Conflict  Reducing the Opponent\'s Effectiveness  Make the Conflict More Costly for the Opponent  Wearing Down the Opponent  The Human Dimension: Personality and Personal Relationships  Employing Forces Reducing the Opponent\'s Capabilities  The Interaction of Physical and Morale Factors  On Genius  Information Is the Realm of Uncertainty Intelligence Alone Is Not Courage  Presence of Mind: The Capacity to Deal with the Unexpected The Longing for Honor and Renown  Strength of Mind  Strength of Character  Conflict and the Physical Nature of the Field  Intellectual Standards   Strategy (Part 1) Physical Effort: One of the Great Sources of Friction Intelligence: A Serious Source of Friction in Conflict  Friction Distinguishes Real Conflict from Conflict on Paper Action in Conflict Is Like Movement in a Resistant Element  Moral Values Cannot Be Ignored in Conflict  Principal Problems in Formulating a Theory of the Conduct of a Conflict    First Characteristic: Moral Forces and Effect    Second Characteristic: Positive Reaction   Third Characteristic: Uncertainty of Information  A Positive Doctrine Is Unattainable  Alternatives That Make a Theory Possible: The Difficulties Vary in Magnitude  Theory Should Be Study, Not Doctrine The Nature of Ends and Means, and Means and Ends in Tactics  Ends and Means in Strategy  Strategy (Part 2)  Art of Conflict or Science of Conflict?  Conflict Is an Act of Human Intercourse  Method and Routine  Engagements and Their Consequences Elements of Strategy   Moral Factors    Boldness    Perseverance    Superiority of Numbers    Surprise    Cunning    Concentration of Forces in Space    The Strategic Reserve    Economy of Force  The Suspension of Action in Conflict  Tension and Rest: The Dynamic Law in Conflict   The Engagement in General  The Engagement in General-Continued  The Significance of the Engagement  Duration of the Engagement  Decision of the Engagement Mutual Agreement to Fight  The Engagement: It Is Decision  The Effects of Victory  The Use of the Engagement  Strategic Means of Exploiting Victory  Retreat after a Lost Engagement   Attack and Defense  The Concept of Defense  Advantages of Defense  The Relationship between Attack and Defense in Tactics  The Relationship between Attack and Defense in Strategy The Character of Strategic Defense  Interaction between Attack and Defense  Types of Resistance  The Attacker  The Defensive Battle   Defense of an Area of Operations  Phased Resistance Where a Decision Is Not the Objective   The Nature of Strategic Attack  The Object of Strategic Attack  The Diminishing Force of the Attack The Culminating Point of the Attack Neutralization of the Opponent\'s Forces The Offensive Battle  Attack on Defensive Positions  Maneuver  Attack on an Area of Conflict: Seeking a Decision Diversions  Execution The Culminating Point of Victory   Plans  Absolute Conflict and Real Conflict  Interdependence of the Elements of Conflict  Scale of the Objective and of the Effort to Be Made  Definition of the Objective Continued: Limited Aims  Conflict Is an Instrument of Policy  The Limited Aim: Offensive War  The Limited Aim: Defensive Conflict  The Plan of a Conflict Designed to Lead to the Total Neutralization of the Opponent   Appendix  Index
 Abstract:             Distilling the wisdom of Carl von Clausewitz\'s monumental 1832 classic On War, this book transposes Clausewitz\'s most enduring concepts on leadership and strategy to help today\'s executives and managers think like strategists. Tapping into the universal lessons of strategy, it uncovers potential solutions to some of the most obstinate competitive problems and supplies readers with an understanding that integrates historical references with modern business practice. Commentary is inserted at key points in Clausewitz\'s original text to interpret and transpose his core ideas and to demonstrate how they apply in today\'s increasingly competitive environment. Maintaining a focus on modern leadership and strategic planning, the book explains how the human element influences the outcome of a competitive confrontation. It provides tips on the physical and psychological dimensions of conflict, which include Clausewitz\'s discussions about dealing with the inevitable forces of friction, chance, and luck that operate in the \"fog of war.\"