Sun Tzu and the Art of War

The Mistress of Art of War

Many people know The Art of War by Sun Tzu as the oldest classic military work in Chinese literature. The masterpiece is the most famous and laudable military text outside of China. While its exact origins and authorship are still a matter of debate, scholars of military history agree that the book did indeed exist. It was most likely written around 400 to 300 years BC, approximately 100 years after the birth of two famous Chinese philosophers, Lao Tze and Confucius. Therefore, the book is more than 2,300 years old.

People rarely question the significance and importance of Sun Tzu’s work in influencing military thought. For example, even modern military thinking and writing draw heavily on Sun Tzu’s teachings. The military leaders of the Warring States period (c. 453 to 221 BC) extensively employed his military tactics and strategies. Even in another famous Chinese military classic, Annals of the Three Kingdoms, many strategies reflect Sun Tzu’s principles and teachings.

The Principles of Pre-conflict

In the first chapter of The Art of War, Sun Tzu discusses the pre-conflict situation, which involves preparing to face the changing conditions of an ongoing war. When describing moral influence, the higher significance lies in the commander’s assessment of the people’s relationship with the government. It involves command and doctrine, where an order serves as an assessment of the commander’s reputation and competence among subordinates. This reputation is a determining factor for their willingness to listen to commands. Given by individuals in the hierarchy, the doctrine establishes a hierarchical arrangement of control within the army. Sun Tzu emphasizes the vital importance of the planning element and asserts that “those who master it win; those who don’t are defeated.”

In the second chapter, he delves into the act of war, but the instructions can also be applied to people’s lives. When discussing the support of soldiers on the battlefield through equipment and supplies, executing based on speed and decisiveness is essential. Sun Tzu recommends establishing a set of principles for exercising determination with extraordinary speed and rationality.

The Virtuoso

In the third chapter of The Art of War, Sun Tzu stated, “conquering the enemy without fighting is the pinnacle of skill.” With careful planning, commanders can conquer the enemy more effectively than through mindless direct attacks. For him, patience is a virtue. When engaging in battle, learning to control the will is the best solution to prevent casualties in vain. He talks about the story of two opposing generals facing off in conflict, which goes beyond just an apparent misunderstanding.

The fourth chapter presents an element of war that reflects a mentality involving space measurement, estimation of numbers, calculations, comparisons, and chances of victory. Once again, Sun Tzu emphasizes precise planning and does not neglect clarity. A successful army achieves victory before seeking battle. Destiny favors the military with hope for victory in overcoming the fight.

The central premise in chapter five is to highlight the importance of creating order amid chaos by establishing a hierarchy of ranks. The chapter emphasizes creating order within the ranks and ensuring subordinates follow the orders of superiors. It is about chiefs planning well to ensure the safety of their associates. However, in the end, it is about successfully achieving the goals and missions, namely victory.

The Deception

In the sixth chapter, the victorious general succeeds when he can mislead the opposing commander into believing a quick victory is ahead. The tactic resembles guiding sheep. The concept is the same as deceiving the enemy, adapting tactics according to the conditions on the battlefield. Sun Tzu states that the best way to lead an unsuspecting enemy into a trap is to make them believe there is a way out. Deception leaves opposing forces vulnerable to planned attacks.

In addition to this, he emphasizes that a leader should not be too merciful to troops. The army should function as one unit operating smoothly. Effective leadership ensures that each subcomponent works flawlessly through continuous assessment and monitoring.

In the eleventh chapter, Sun Tzu uses an analogy of a hegemonic king seizing a position of authority. The king revisits dangerous focus areas but does not forge alliances otherwise. This is to eliminate the risk of turning potential partners into opposing forces once again. Deception holds considerable authority in distinguishing differences and maintaining control.

The Japanese Military Thought and Sun Tzu

Non-Japanese people are discovering how The Art of War influenced Japanese military thinking. Introduced in Japan around 716 to 735, the first Western translations did not appear until 1,000 years later. The initial translation appeared in French in Paris around 1772, while the first English translation came out in 1905. Interestingly, Captain E.F. Calthrop, a British army captain studying in Japan, completed the first English translation.

Currently, there are translations in German, Russian, and other languages. However, the dominant one is the translation in Japanese, with more than 13 versions available. What is particularly noteworthy is that since the 16th century, people have successfully applied Sun Tzu’s philosophy on the Japanese battlefield. Takeda Shingen, one of the four great warlords of the time, adorned his war flag with the phrase: “as fast as the wind; as elegant as the wilderness; plunder like fire; firm as a mountain.” This expression closely resembled Sun Tzu’s statement when he discussed the principle of implementing war strategy. Sun Tzu’s statement reads: “In movement, be as fast as the wind; in stillness, be as silent as the forest; in raiding and plundering, be as fierce as fire; in immovability, be as steadfast as the mountain; move like a shadow, strike like a thunderbolt.”

The Japanese Business Practices

The military’s influence on Japanese business practices goes beyond just reading books on the subject. Even more significantly, Japanese companies are known to host annual camps for their employees and managers. The campsites are tightly controlled with a military-like approach, including various rituals such as meditation, teamwork, and survival techniques. The intensity of these camps is evident as some participants struggle to withstand the pressure. However, those who persevere are reported to become better managers and decision-makers.

The Japanese ingenuity in adapting and perfecting the work of others also extends to their approach and behavior in the global market. This is best characterized by what can be termed the “5 Is” strategy. This strategy is perhaps best exemplified in their product development and manufacturing processes, which can be briefly described as follows:

1. In the early stages of Japan’s entry into the world market, they were regarded as “copycats” as they emulated successful products.
2. In the second stage, Japanese manufacturers began making minor improvements to the products they had initially copied.
3. In the third stage, Japan started improvising and making incremental changes.
4. In the fourth stage, they began to innovate and create new products or features.
5. Finally, in the fifth stage, the Japanese achieved the final and most threatening phase of their economic conquest, namely creation, where they became leaders in developing cutting-edge and original products.

This evolution demonstrates Japan’s ability to adapt, improve, and eventually lead in the global market, showcasing their determination and dedication to continuous improvement.

The Goal Formulation

Sun Tzu clearly distinguishes between the role of a political leader and that of a field commander. A capable commander must possess essential attributes, such as violence, courage, benevolence, sincerity, and wisdom. Interestingly, these qualities of a capable commander reflect the ideal attributes that a leader should possess in any domain, including politics.

The ultimate goal in every war is to achieve victory. Just as no one goes to war to lose territory, no one engages in business to lose money. The primary objective is to maximize profits, aiming to capture the largest market share possible. For Sun Tzu, the main goal in war is victory. He emphasizes the strategy of conquering the enemy without direct confrontation, capturing enemy cities without resorting to heavy attacks, and ultimately, achieving victory without prolonged operations.

Sun Tzu’s principles of leadership and strategy in war can also be applied to other aspects of life, including business and politics. His wisdom remains relevant and continues to be studied and admired for its timeless insights into effective leadership and achieving success.

Bibliography

• Lo, V. H. Y., Ho, C. O., & Sculli, D. (1998). The strategic insights of Sun Tzu and quality management. The TQM Magazine.
• Tzu, S. (2012). Sun Tzu Art of War. Vij Books India Pvt Ltd.