Influencing (Catching) the Mindless Masses in the Information Economy

Source: Saltstrong

To gain the attention of  the mindless masses, the ambitious strategists need to learn how to lure them with the proper bait.  It never hurts to possess a multi-facet fishing lure that performs the following features:

• Glowing in the dark;
• Flashing certain light patterns;
• Buzzing certain audios; and 
• Vibrating in a periodic mode.

Q: What type of lure do you utilize to secure your targets?

Suggestion
Read this book for clues.

An Interesting Podcast Topic: Interviewing Dr. Sawyer on Ancient Chinese Warfare (John Batchelor Show)

If you are interested in the subject matter of  Ancient Chinese Warfare,  click here for an interested podcast interview.

Biological-Driven Psychology is Strategy

Click here on an interesting item on how duckings are able to have abstract thoughts and make "adjustable-based decisions.

The Trademark of the Bill Walsh's Script: Anticipating Ahead

(updated on 8.28.2016)

A few weeks ago, Eddie DeBartolo, the former owner of the S.F. 49er was inducted to Pro Football Hall of Fame and received a helmet gift from Bill Walsh's son.

On the helmet was an inscribed message from Bill Walsh that congratulated him on his entry to the Pro Football's HoF, “Congratulations, I knew you’d get in eventually.” 

Bill Walsh signed the helmet before his passing (2006), and it had been waiting for Mr DeBartolo's eventual induction. 

Possessing foresight and scripting each and every individual strategic moves were some of the many trademarked moves of Bill Walsh as a world class sport strategist. 

Click here and here for more information on this story. 

Progress on The "Opening Plays Script" Book Project

(updated)

Q: What are the difference between a checklist and a script?

A:  While the implementer of a checklist operates on the premise of near-predictability while focusing on greater efficiency, consistency and safety, the strategist uses a script of pre-scripted tactical plays to capitalize on a grander opportunity while assessing the tendencies and the deficiencies of the opponent's defense. 


Status
We are still working on the Scripting Book project. 

Due to other priorities, we have not finished "the second to the final" draft of the book.
  

Following is an abridged listing of what the book will encompass:

• the strategic basics of the opening plays script;
• the technical basics of the opening plays script;
• the different type of opening plays;
• how to assess the competing defense;
• how to transposed the assessed data into the various types of opening plays; and
• how to influence the opponent's defense with the opener script. 

We would not consider writing this book is rocket science or brain surgery unless you are a Dodger fan.  However, the time and the effort that it takes to delineate the specificity for developing the multi-facet opener plays is always the challenge.

Tactical Practices For All Seasons (1)

• Standing not sit. 
• Sipping water before concluding any relevant decision.
• Always lead by your feet not by your seat
• Scripting your plans in a state of quietude.
• Use a white board if possible.
• Never become too over reliant to technology. 
• Be prepared from initial move to counter moves.
• Reading the Art of War essay, days before the competition
• Assessing an organizational culture and their strategic efficiency in terms of Jiang Tai Gong's Six Secret Teachings.  
• Assessing the generality of their tactical methods through Sun Bin's military methods  

• Assessing the strategic situation with the Victory Temple chart.
• Reading the Eight Strategic Classics once a year.

• Assessing the configuration behind the matrix of the Big Tangible Picture.
• Positioning oneself by transforming the assessed data into a tangible plan
• Influencing the situation with the plan.  
• Practice the Three Moves Ahead tactic when contesting.

• Choose the First Move Initiative carefully.

The Dao of Strategic Competition: Knowing the Questions

In business as in life, most people are lost in space.  They do not know what is their grand objective, where to pursue their objective, when to pursue their objective, etc. 

Somehow, they just get by.  ... They always think that there is another opportunity that is positioned behind the next corner.  ... Thinking about it and recognizing it are two different modes. 

#

Following is an abridged listing of some other questions that people would ask:

• When does one creates the opportunity?
• When does one finds the opportunity?
• When does one waits for the opportunity?
• During a competitive conflict, when does the competitive strategist run a series of probing plays to understand the motive and methods of the competition?
• When does he stage and shape the competition before implementing the subverting play?
• Better yet, when does he pursue the positive momentum play?

The clue to answering those questions is to understand the Big Tangible Picture.  When the configuration of the Big Tangible Picture is recognized, the ideas begin to appear.

More to come.  ... 

Gaining the Strategic Advantage

(updated at 1555 hrs)

In an quasi-predictable setting, one strategic classic has stated that the smart strategist anticipates a minimum of two steps ahead of your customers and/or your competition while being half a step, ahead of the competition.

Click here for more information