On War: The Art of Persuasion
“War is the continuation of politics by other means.”
Interpretation: we use force to impose our will. We use force to get what we want.
What if there’s a better way? What if we temper the heavy hand of authority through the art of persuasion?
Meet Carl Philipp Gottfried von Clausewitz; 1780-1831.
A Prussian military general and theorist, von Clausewitz’s pioneering work, On War (a 9,000 page German tome) remains a seminal text in the study of modern warfare.
Credentials:
A soldier at age twelve. Campaign in France—1792-1793. Attended Berlin General War School. Captured by the French during the Jena Campaign; 1806. Russian and German campaigns—1812-1813. Pivotal role in the Convention of Tauroggen, uniting Prussia, Russia, and the United Kingdom in victory against France at Waterloo, 1815. Director of the Kriegsakademie, the highest military college in the Kingdom of Prussia. Rejoins the Army in 1830; appointed Chief of Staff during the Polish Insurrection of 1830-1831.
Credentials now established, forget about them. Let’s look to the lesson.
The Clausewitzian Trinity
A loose interpretation, and one of many of On War, The Trinity posits three elements to effective warfare:
1. People
2. Army
3. Government
The superior strategist design their campaign to appeal to each, building support at all levels through uniquely crafted means.
From von Clausewitz’s sophisticated magnum opus we find a practical, powerful strategy for getting things done.
The modern agent of change, and effective persuader, understands this:
Change must appeal to all parties involved. The change must entice the group’s self-interest; there is no shortcut, there is no single solution, there is only understanding the goals of all involved and the unique circumstances of each. Burdening others with what they owe is the fastest way to changing nothing.
There is no tool of influence stronger than universal appeal.
Application.
Teacher:
We propose a new policy affecting the school. We must appeal to the people, the army, and the government.
People: students.
Army: Fellow Teachers.
Government: Senior staff, educational board; directors.
We tailor the benefits of our proposal to each. What do they stand gain?
________
Coach:
We propose additional practice time to strengthen the team. We must appeal to the people, the army, and the government.
People: Players.
Army: Parents.
Government: Fellow coaches.
We tailor the benefits of our proposal to each. How does this serve their self-interest?
________
Leader:
We propose a sweeping reform affecting all levels of the organization. We must appeal to the people, the army, and the government.
People: Workforce.
Army: Management.
Government: Owners, Executives; Board of Directors.
We tailor the benefits of our proposal to each. How does the cost, time, and effort of your initiative appeal at all levels?
________
“Because I said so”, “because you should want to”, “you’ll deal with it”; “they’ll manage” are not tools of effective leaders. They are the blunt weapons of a Dictator, with repercussions ultimately working against not only the proposed change itself, but those proposing it.
Do not do this.
You are an agent of change; a champion of influence. You strategize. You deeply consider all involved. You appeal to the self-interest of each.
From deep military theory we find a modern, and highly relevant, strategy for influence. Put Clausewitz’s Trinity to work; there is no strategy more powerful for inciting change.
You are a modern-day military strategist.
You are a master of the art of persuasion.
Mark Joseph Huckabee
