The Art of War with Si Alhir

Si Alhir joins me to discuss Sun Tzu's The Art of War, its application in transformation work, and the naturalness and unity found within its wisdom. We explore the concept of taking whole, the relationship with the environment, and the role of the Sage Commander. Si shares personal experiences and insights, emphasizing the transformative power of the Art of War. The conversation delves into the concept of enlightened leadership and the application of the principles from 'The Art of War' in organizational transformation. It explores the distinction between an enlightened ruler and a wise general, the importance of psychological safety, and the shift from a vicious ego-based reality control cycle to a virtuous eco-based reality navigation cycle. The conversation concludes with a powerful story of using the ordinary and the extraordinary to transform toxic organizational dynamics.

You can find the podcast here: https://tinyurl.com/57ku8kdv

The Art of War with Gary Gagliardi

In the classes I teach and the podcasts I record I talk frequently about how deeply Sun Tzu’s The Art of War has impacted the way I understand the opportunities that show up in my life. Once you get past the title, you can begin to understand how it is really a book about collaboration. I have MANY translations of the Art of War in my apartment but none of them have reshaped my brain as profoundly as the ones by Gary Gagliardi. His book The Amazing Secrets of Sun Tzu's The Art of War: The Mysteries of History's Most Powerful Strategy helped me to understand the work on a completely different level and was the basis for my Five Measures Canvas tool.

And, he is the guest on this episode of the podcast!!!!

You can listen to the interview here.

The Art of War - Chapter 2 - Entry 1 - Knowing the Cost

"To raise a corps of a hundred thousand

 A thousand pieces of gold will be spent each day."

The second chapter of the Art of War begins with Sun Tzu laying out some basics about materials required to wage war. This kind of thing happens quite a bit throughout the book and it can be pretty distracting for Project Managers because our brains have been conditioned to start tracking these as requirements that we'll have to obtain at some point.  The run up of all these requirements  leads to the statement about the rate of gold per day and the fact that you can't even consider getting an army until you have that covered. The point of all this is to show that in war, there is cost, and that before you can start on the things you think you need to obtain (people to do the work), you first have to account for a whole bunch of hidden costs that you need to address before you go get people.

Bottom line...whether it is war, or a project, getting things done is expensive and there are going to be things that are less obvious or sexy that need to be covered. Before you take anything on, make sure you have a firm grasp of the cost. 

"The cost of an interpersonal Challenge is primarily an emotional one. Nonnegotiable conflicts can be very painful, since success generally comes through ending the relationship or changing ti into a very different one. Therefore, careful evaluation and acceptance of the emotional costs of your Challenge are essential to your success."

For Sun Tzu, the cost includes the lives of the soldiers and all the people who are going to have to work so hard to support them. While most project managers are not normally putting team members into direct mortal danger, the cost of the project may mean other projects do not get done... and depending on what choices are made, the business or company could be at risk, which does pose a direct threat to people's ability to work and earn a living and places them in harm's way.

We need to understand the cost of what we take on and what the ramifications of what we are doing are so that we can make responsible, informed a choices while managing the project.

Quotes are taken from The Art of Strategy by R.R. Wing

Art of War Chapter 1 - Entry 5 - The Tao of Paradox

The next section of Chapter 1 starts by introducing one of the core strategies of Sun Tzu's teaching. In "The Art of Strategy" by R.L. Wing, the section is translated as:


Heed me by Calculating the advantages

reinforce them by directing outwardly.

This has a very direct relationship to the strategic work a PM does in that it calls upon the practitioner to measure and understand their true position and then "reinforce" (read as spin or manipulate) the perception of that position by how you represent it.


As he moves into the next section, Sun Tzu provides more clarity into how the perceived reality can be manipulated:


Thus, when able, they appear unable.

When employed, they appear useless.

When close, they appear distant

When distant, they appear close.



They lure through advantages,

And take control through confusion.


In the R.L. Wing translation, this is referred to as the "Tao of Paradox". The instruction is to create a perceived reality that is not necessarily accurate in order to gain advantage. This is "playing dead" or manipulating how we project ourselves and our situation in order to gain the upper hand. There are obvious implications in the context of an armed struggle, but think about it in the setting of a meeting at work, when you pretend to know less than you do in order to either gain more information, or learn more about another's understanding of a situation. Even down to basic interviewing tactics where you lead an interviewee towards an answer you hope to get by pretending you have a problem you have not been able to solve.


This tends to be one of the areas of the text where "nicer" people often get stuck. They perceive this as dishonest or misleading and, rightly so, if they consider themselves to be honest folk, it is something they would not purposely strive for. But beyond a physical conflict context, this is something which all of us do in our daily lives from childhood, often without even being conscious of it. As children we learn to get what we want by creating a sense of urgency that will draw the response we are looking for from our caregivers. While not many PMs would willingly admit to lying to create a false impression, how many would be able to say that they had never added a little spin to a status report to create a more positive impression, or led their team to believe that failure to meet a deadline meant certain doom for their employment, in order to drive the team to getting the work done on time.


As Sun Tzu says, "everyone uses the art of war". The Tao of Paradox is no exception. The question is, is it better or "more honest" to use it absent mindedly, or to understand it as a normal behavior without judging it and learn to be more aware of when and how you make use of this approach so that you can wield it with greater skill and a greater sense of responsibility.



When complete, they appear to prepare.

When forceful, they appear evasive.


As this paradox is created, what happens to the "opponent" is that they spend time gathering knowledge, interpreting and planning a response. This creates a window of advantage where, if you have followed the five measures and already have your approach planned, you can seize the moment.


They attack when the opponent is unprepared

And appear when least expected.



This is the Strategist's way of triumph.

It must not be discussed beforehand.


As someone managing a project, or a team, you need to be vigilant for those moments when you can achieve the little wins that build trust and drive the efforts toward delivery. The word "attack" is used above, but it does not have to be a negative attack. You can just as easily attack a lack of faith in the project or a negative perception of the team. As leaders, we are often able to have a greater impact when we bring order to the chaos around us if people have already decided that we are caught up in the chaos that has taken hold of them. When done well, this spin can make things look like you have saved the day with relative ease. It can be a double-edged sword, however, because when done poorly, you end up as one of those PMs who create a crisis just to solve it. The idea is not to create drama in the space around you, but take advantage of what is already there to engineer an impression of the situation, and your role in it, that will allow you to gain the position you desire.



Quotes in this entry from 

The Art of War for Project Managers

Chapter 1 - Analysis

"This is war.
It is the most important skill in the nation.
It is the basis of life and death.
It is the philosophy of survival or destruction.
You must know it well." *

In Sun Tzu's world, war was a heavy thing. Brutal, costly, painful and only to be taken on when it was absolutely necessary.

And when it was necessary, the only way to set yourself up for success was to become a student of the thing you were about to spend people's lives on.

For those of us who manage IT Projects, this may seem a bit over the top if you try to apply it to your work, but when you come right down to it, it isn't that far off.

Each project we take on levies a heavy toll on us and the places we work. We burn money, people, reputations, good will and more often than not, our life outside of work.

We've all worked with the people who create projects just to seem busy, or create giant catastrophes just to save the day. More often than not, these people get sorted in the end, but the thing to keep in mind for each of us is, if you are going to take on a project, and burn through all those things that could be used on something else the company needs to stay afloat, or the time you need outside of work to be with your family, make sure you understand why you are doing it, what you are going to do, how you are going to succeed, and most of all, what you are going to do when you realize you got the first three questions wrong.

* The translation above is from Gary Gagliardi's book "Sun Tzu's The Art of War Plus Its Amazing Secrets". Of all the translations I own, there are only two that are so worn the pages are falling out. This is one of them.

The Art of War for Project Managers

Introduction

I've been studying the Art of War and working on applying it to my day to day work as a Project Manager for almost 15 years now. While I've lectured on it and taught classes that covered the whole text, I've never detailed out my ideas on how each piece can be applied to the work of a project manager.

My goal here is to post a new entry every few days until I've worked through the entire book. I'll be referencing multiple translations and will give notes on each one in the entries.

As always, any comments or feedback would be greatly appreciated.

Thanks,
Dave