Professional Documents
Culture Documents
Commentary by
Ref. A. Griffith, Samuel B. Brig. Gen., SUN TZU - The Art of War, Oxford: Oxford University
Press, 1963.
Ref B. Hanzhang, Tao, General, SUN TZU'S ART OF WAR, A Modern Chinese
Interpretation, New York: Sterling Publishing Co., Inc. 1987.
INTRODUCTORY, FUNDAMENTAL CONCEPTS - A rational basis for the
planning and conduct of operations. Systematic and Objective (pg. 79B). Observe and infer
(discern, judge) pg. 113B.
PREVENTION OR CORRECTION
proper government
humility
reason
deception and treachery
authority
Find - the Key Elements or Key Difficulties in a problem and focus on the
solution. [Objectives]
Key Factors
pg. 40A
Human (morale and generalship)
Physical (terrain and weather)
Doctrinal
pg. 32A,3B,50B,85B
The Initiative
Flexibility
Intelligence
Surprise
Speed
Concentration of Forces
PRINCIPLES OF LEADERSHIP
Personal, Direct Leadership, understand the soldier's psychological states. pg. 121B
[Management by Wandering Around
Characteristics of a Commander
pg. 65A pg. 14B
wise wisdom
sincere sincerity
humane benevolence
courageous courage
strict (disciplined) Tenacity, strictness
(discipline )
The Leader:
comprehends expediency and flexibility
not credulous of unreliable intelligence
not timorous
law abiding
Points of Observation
Observation: Condition:
an army that sees an advantage but Fatigue
doesn't take it
if troops are clamorous Fearful
if they are disorderly Loss of Prestige of the general
if they are short-tempered Exhausted
with whispered conversation the General has lost the confidence
of the men
The Wise General, pg. 43A - weighs the situations before he moves.
"With many calculations, one can win; with few one cannot." pg. 71A/8B
When the general is morally weak and his discipline not strict, when his instructions and
guidance are not enlightened, when there are no consistent rules to guide the officers and men
and when the formations are slovenly, the army is in disorder. pg. 126A/7A/117B
"The general must be the first in the toils and fatigues of the army. In the heat of summer he
does not spread his parasol nor in the cold of winter don thick clothing. In dangerous places he
must dismount and walk. He waits until the army's wells have been dug and only then drinks;
until the army's food is cooked before he eats; until the army's fortifications have been
completed, to shelter himself." pg. 129A
Chang Yu: If one uses kindness exclusively, the troops become like arrogant children and cannot
be employed. Good commanders are both loved and feared. That is all there is to it. pg. 129A
The general lays his own plans with no help (other than information) from the men or officers pg.
136A
Rewards and punishments clearly fixed and equitably administered. Arbitrary terrorism could
not be relied upon to produce the will to fight. pg. 35A Mao outlawed physical brutality. pg. 47A
If a general indulges his troops but is unable to employ them; if he loves them but cannot
enforce his commands; if the troops are disorderly and he is unable to control them, they may be
compared to spoiled children and are useless. pg. 117B
MORALE
Sharp VS Sluggish
Single-Minded VS Homesick
Disciplined VS Disorderly
Serene VS Clamorous
At Rest VS Tired
Fed VS Hungry
Early warfare was characterized by superstitious timing, head on attack, limited pursuit, spoils,
withdrawal. Later this developed into standing armies, officered by professionals, manned by
conscripts who were disciplined, well trained, and preceded by elite shock troops known for their
courage, skill, discipline, and loyalty. (c.500 BC) p33A
Element of the new armies, capable of coordinated movement in accordance with detailed plans,
were responsive to systematic signals. Tactics was born centered around the Normal Force and
the Special Force. Enemy's communications became a primary target. pg. 34-35A
Technological improvements changed the character of war. The crossbow put the
chariot out of business. pg. 36A
Make alliances in order to fight a common enemy. pg. 21B [Business Associations &
Partnerships]
Disrupt the other's alliances. pg. 22B/73B
Mao and Chu Teh realized the need for a literate and well-indoctrinated (trained) force. pg. 47A
Resolute. The half-hearted attempts of the Nationalist forces failed. pg. 47A
Those deprived of the initiative generally lose. pg. 50A/85B
Defend when your strength is inadequate - Attack when it is abundant
Constant Movement - avoid all passive and inflexible methods pg. 51A/96A {observed
“Apple” vs “MS”}
when the enemy advances, we retreat
when the enemy halts, we harass
when the enemy seeks to avoid we attack;
battle,
when the enemy retreats, we pursue
In the art of war there are no fixed rules. These can only be worked out according to
circumstances. pg. 93A
Create a situation to which he must conform or respond, entice him with something he is sure to
take, lures of ostensible profit. pg. 93A
those skilled in war are able to bring the enemy to the field of battle and are not brought there
by him. pg. 96A
If I concentrate while he divides, I can use my entire strength to attack a fraction of his.
The enemy must not know where I intend to give battle.
When he prepares everywhere he will be weak everywhere. pg. 98A
Do not repeat your tactics. No fixed formulae for employing troops. pg. 100A/42B/52B/107B
[‘Formula war games’, RED
FLAG]
Focus the attention of the troops pg. 106A
When you see the correct course ACT, don't wait for orders. pg. 112A; {This requires broad
knowledge.}
The good general makes it impossible for the enemy to unite his van and rear; for varied
elements to support each other pg. 133A
Speed is the essence of war, travel by unexpected routes, strike him where he has taken no
precautions. Do not unnecessarily fatigue the troops (extensive travel or unnecessary work),
conserve their strength, unite them in spirit, don't reveal your plans. pg. 134A/120B
When officers and men care only for worldly riches, they will cherish life at all costs. Put them in
a situation with no escape and they will fight with great courage. pg. 135A
A ruler may bring misfortune upon the army by interfering with its operations and administration.
pg. 8A/ 81A (demonstrated in Vietnam where the State Department chose the strategy, tactics
and even the targets)
Analogy w/ past events (or tactics) is not sufficient, you must know the enemy’s current
situation. pg. 145A
Look for worthy men who have been wronged or been denied office or rank, those who have
committed error and have been punished, sycophants and minions who are covetous of wealth,
two-faced, changeable, and deceitful fence sitters. Ask how they are doing, reward them.
We leak information which is actually false and allow our agents to learn it. pg. 146A
He who is not sage, wise, humane, and just cannot use secret agents. He who is not delicate and
subtle cannot get the truth out of them. pg. 147A
You must get the names of commanders, staff officers, etc. You must know the men employed
by the enemy, are they wise or stupid, clever or …
Those who do not use local guides (resident experts) are unable to obtain the advantage of the
situation. pg. 104A
MISCELLANEOUS OBSERVATIONS