Profiteering by Assessing the Big Tangible Picture

(updated at 23:33 hr)

If one wants to profit in any of their competitive endeavors, he/she must assess the configuration within the Big Tangible Picture (BTP) and the quality of intelligence that is behind it. 

Understanding this perspective enables one to anticipate future opportunities. It also increase one's chances to  capitalizes on the possible opportunities. 

Introduction to Strategic Assessment
Good strategy assessment begins with good strategic intelligence gathering (through the various means). The amateurs espoused the belief that one can search for tangible and relevant information through the web with a few key words is good enough. They do not realized that the placement of various data on the web can be fixed.

How does one maneuvers through the information society when some aspects of the economy are driven by fabrication and temporary reality?

from NYT's In a Race to Out-Rave, 5-Star Web Reviews Go for $5

With so much data, most decision makers (esp. the news media) are usually confused.

Regardless of one's position within the terrain, the successful strategists are usually focused on understanding the certainty of the grand terrain and their positions within it.

The key to good strategic assessment is to match the numeric fundamentals of the terrain to the performance metrics of the targeted competitors.

The successful strategists are usually able to recognize those match ups and conclude what is the tangible truth.  Depending on the situation, they would then utilize it to enhanced their level of strategic power.

One Tangible View on How to 
Assessing Intelligence From Sunzi's Art of War
In a complexity-driven competitive setting, the successful strategist thinks and operates with a strategy. He uses every factors relating to the competitor and the settings to assess his probability of securing a victory.

The first step begins by assessing specific data by the measurements of space, the estimations of influences, the calculations of the numbers within the influences, the weighing of the strength of the numbers and the probability of success.  (This concept is from reading chapter four.)

“These are the ways that successful strategists are victorious. They cannot be spoken or transmitted in advance. ... Before the confrontation, they resolve in their conference room that they will be victorious, have determined that the majority of factors are in their favor. Before the confrontation they resolve in their conference room that they will not be victorious, have determined a few factors are in their favor.

If those who find that the majority of factors favor them, will be victorious while those who have found few factors favor them will be defeated, what about someone who finds no factors in their favor?

When observing from this viewpoint, victory and defeat will be apparent.”

- Art of War 1 (Paraphrased from the Sawyer's translation

After assessing the quality of the factors and the quality connectivity within the multiple dots of information, he assesses the quality of information sources behind each decision (concepts from Chapter 13). 

The concluding stage begins when one determines the possibility of success by comparing the data from a results-based perspective. 

The predictability of the situation determine the complexity. The degree of complexity determines the # of steps needed to assess the situation.  When some things look too simple and obvious, deception could be concealed within it.

Another Tangible View of The Art of Assessing Intelligence 
Bob Barnes: Intelligence work isn't training seminars and gold stars for attendance.
Fred Franks: What do you think intelligence work is Bob?
Bob Barnes: I think it's two people in a room and one of them's asking a favor that is a capital crime in every country on earth, a hanging crime.
Fred Franks: No Bob, it's assessing the information gathered from that favor and then balancing it against all the other information gathered from all the other favors. 
- Syriana

The above dialogue was from a deleted scene in this movie "Syriana."

Regardless of the reason, I believe that it was important in terms of understanding how decisions were made at the top level of the echelon. This scene succinctly contrasts the perspective of "the field operator in the trenches" with that of management - a kind of "one man's ceiling is another man's floor" observation.

It also served to reveal that Bob Barnes didn't really have the Big Tangible Picture - indicating that his employer's would be pawning him to their liking. 

People who could view data in terms of levels, attributes, gains and loss, are occasionally able to anticipate certain situations while the field operators could only function limitedly due to their finite perspective of the Big Tangible Picture. 

The Compass View

Good strategic assessment begins with superior strategic intelligence gathering (from the field). It usually take a great deal of time and effort. 

Interestingly, there are not many companies who are willing to do that. Their chief decision makers always preferred to build a presumption-based situation. Then they would create a plan for it. If failure occurs, their corporate assets and their human efforts are wasted. Other people would be blamed for their poor decisions.  Life goes on.

In planning, never a useless move.
In strategy, no step is in vain. - Chen Hao

In the real world, the successful strategists regularly weighted the relevancy of each intelligence item and the credibility of its source. Then, they balanced it to the principal points within the Big Tangible Picture. These steps always enable them to make a relevant strategic decision.

Successful strategists who believed in the importance of assessing and positioning, followed this Compass rule:

"The time needed to influence your target is inversely proportional to the time that you have spent assessing and positioning."

Side note: There is an exception to that rule. We will elaborate more on that topic in a future post.

To mine the gold or to avoid negative circumstances, one connects the dots. 

To connect the dots, mastering the art and science of assessing strategically is essential.  ... So, how do you assess your Big Tangible Picture?

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Profiteering in the Chinese Economy (Humor)

( source: Winextra )  

Side note: There is no truth whether this crime was ever committed.

During a robbery in Guangzhou, China, the bank robber shouted to everyone in the bank: "Don't move. The money belongs to the State. Your life belongs to you."

Everyone in the bank laid down quietly. This is called "Mind Changing Concept” Changing the conventional way of thinking.

Comment: The robber sold the Big Picture of understanding the importance of carefully making the right choice to the bystanders within the bank.  

When a lady lay on the table provocatively, the robber shouted at her: "Please be civilized! This is a robbery and not a rape!"

This is called "Being Professional” Focus only on what you are trained to do!

Comment: The robber depicts his alleged "professional" image to the audience in hope that everyone understood that he and his partner were only there for one grand purpose.

When the bank robbers returned home, the younger robber (MBA-trained) told the older robber (who has only completed Year 6 in primary school): "Big brother, let's count how much we got."

The older robber rebutted and said: "You are very stupid. There is so much money it will take us a long time to count. Tonight, the TV news will tell us how much we robbed from the bank!"

This is called "Experience.” Nowadays, experience is more important than paper qualifications!

Comment:  The older robber believed that his perception of experience was the golden rule.

After the robbers had left, the bank manager told the bank supervisor to call the police quickly. But the supervisor said to him: "Wait! Let us take out $10 million from the bank for ourselves and add it to the $70 million that we have previously embezzled from the bank”.

This is called "Swim with the tide.” Converting an unfavorable situation to your advantage!

The supervisor says: "It will be good if there is a robbery every month."

This is called "Killing Boredom.” Personal Happiness is more important than your job.

Comment: The supervisor quietly understood the factors behind the current circumstance for transforming an unfavorable situation (to others) toward his own advantage. 

The next day, the TV news reported that $100 million was taken from the bank. The robbers counted and counted and counted, but they could only count $20 million. The robbers were very angry and complained: "We risked our lives and only took $20 million. The bank manager took $80 million with a snap of his fingers. It looks like it is better to be educated than to be a thief!"  ... This is called "Knowledge is worth as much as gold!"

Comment: The robber concluded that their perception of reality was a minuscule of the reality of their grand settings.

The bank manager was smiling and happy because his losses in the share market are now covered by this robbery.  ...  This is called "Seizing the opportunity.” Daring to take risks!  ... So who are the real robbers here?

Comment: By being calm, the supervisor mindfully saw the opportunity to utilize a chaotic situation to their vantage.  He utilized the results of one event to concealed his previous move and his next move. (This approach is similar to "Waiting at Leisure While Waiting for The Enemy" Stratagem from the 36 Stratagems essay. 

Comments From The Compass Desk
With the foreknowledge of the after effects of their situation, would the two robbers have committed the crime?  We quite doubt it.  The probability of them securing that intelligence is quite low. Most people rarely ever think past their current objective. Because of their possible financial plight, these robber would have executed their plan regardless of the circumstances.

The masses have a tendency of perceiving most situations with generalities, without ever knowing the specifics of the  view is a minuscule of the reality (the Big Tangible Picture) that prevails over the grander setting.  They are frequently focused on the immediate gains without knowing the negative after-effects.  ... This category of behavior rarely changes because of their need for immediate gratification.

How to Stay Ahead of The Curve 

When being mindful of the connectivity behind the Big Tangible Picture of their setting, one could become attentive to the possibilities of the on-coming opportunity.  (Side note: It requires a mindful practice of calming the mind, body and spirit.)

Without any understanding of the risk consequences, the practice of "immediate perception is reality" has prevailed over the masses of "unmindful" amateurs. These people just want that one ignition key applicational solution. Understanding how things are connected within the grand terrain and beyond is a waste of their time.  They are always living for that moment.

The exception are the few mindful observers who occasionally possessed the advantage of time, resources and the grand understanding of their current situation and beyond, that enables them to capitalize on some of the possible opportunities.

The Compass Practice

The customary Compass practice is to focus on one's current objective while being mindful of the "matrix of connectivity factor" that quietly operates within one's grand terrain.  You do know how to do that.  Do you?

Disclaimer

We do not endorse the commitment of any crime with this unique strategic practice. 

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How Google Assesses Their Big Tangible Picture (BTP)

"There are known knowns. These are things we know that we know.   There are known unknowns. That is to say, there are things that  we know we don't know. But there are also unknown unknowns.  There are things we don't know we don't know."   - Donald Rumsfeld 

One of our favorite role models for understanding how things on the Internet are connected is Google.   

Click here and here for a few clues.  ... In summary, it could be a joke.  ... 

To completely dominate in the grander scheme of things (the information economy), Google still has the vast challenge of connecting their dots.  

Almost every companies that we have researched, possessed this same challenge of misunderstanding their goal and the risk consequences behind their chosen approach. The risk consequences are usually unmentionable.

Side note 
The quality of their performance is why Google is still the Alpha in the search engine marketplace.  They do have a master plan.  It looks like this and/or this. 

Comments From The Compass Desk

To understand the configuration of one's Big Tangible Picture, the successful strategist usually define the various dots in terms of models, patterns and variations.

Q: So, how does one defines each category of dots?  .... 
A: It depends on the connectivity and the complexity that support the situation. Everything is not an absolute.  Comprehending the current attributes in terms of situational relativity is what counts.  Certain things do change.

Q: How does one secures the proper information?
A: Read chapter 13 of the Art of War and Chapter 1-3 of The Six Secret Teachings.

Our future white paper discusses on how to recognize and understand the Big Tangible Picture by focusing on the comprehension of the "matrix of the connectivity" that supports the projected Big Tangible Picture.

With a grand vision on how things are connected, a good strategist comprehends the probability of reaching their goal with minimal costs and minimal timeline.  

Depending on the grander situation, the opportunity to secure the profits increases.

We will update our readers when it is completed.

Crisis and Opportunity

Source: Chinese Calligraphy Store.com

"... Every crisis carries two elements, danger and opportunity. No matter the difficulty of the circumstances, no matter how dangerous the situation...at the heart of each crisis lies a tremendous opportunity. Great blessings lie ahead for the one who knows the secret of finding the opportunity within each crisis. ... " -Chinese Proverb

Mozilla is one of those companies who thrives on the web user's need for a better browser. As a pony with a few tricks, they can only go so far.

Presently, Mozilla is too depended on one sponsor and have not created a relevant and on-going profit-generation niche.

Mozilla's Strategic Position

Following is a listing of Mozilla's current (and possible) dilemmas:

• Losing Google as a sponsor has now become a possibility;
• Losing their position to Google's Chrome;
• Losing chief talent to Facebook;
• Losing their reputation of being a secured browser; and
• Mistreating their enterprise customers by mismanaging their product releases.

How can Mozilla improve their situation especially when they are caught between a rock (the partnership with Google) and a hard place (the decline of Firefox users)?

By recognizing the significance of the CarrierIQ fiasco, Mozilla should focus on the paramount need for browser's safety and security. ... They are now centering their attention on the mobile phone industry.

Solution

Mozilla should disregard their current position and focus on developing quality features.

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Our Compass Forecast

In the information economy, transparency and safety are never guaranteed. The company who maintains the social-economic attention of those who desired attention and digital security, will always have a market.

Regardless how technology evolves, the offering of quality products and/or quality services is essential. Focusing on the basic users needs is paramount to one's success.

Developing digital security for all significant high-tech. devices is an unique niche that usually goes on a infinite mode. The evolutionary contest between the "black hat" hackers and the computer security developers (aka. the gatekeepers) is continuous. The gate keepers are focused on building a better wall. Occasionally, they might upgrade it by adding a few unique counter-offensive measures. ... Where the other side concentrates on the identification of the various weak points within the wall. Sometimes, the hackers win. For the time being, the developers are winning while the users are just surviving.

History shows that the most sophisticated defense are for those who can afford to have it regardless of the medium.

Side note

One exception to this scenario is the Blackberry phone . This device has great security features for those who can afford it. ... It seems that President Obama used to be a big user of this phone. ... Marketwise, it also does not appeal to the consumers for a myriad of reasons. ... Do not be surprised if a relevant party will buy RIM within the next 12 -18 months.

Rimunatons from the Compass Desk 

In unsettling times, the successful strategists usually look past their own marketplace and focus on the various niches within the global digital marketing terrain, where one has a strong expertise and the competition is quite weak. Whatever specific area that they are weak at, the company will recruit the best.

When one becomes successful, he/she should be aware of the increased probability of newer competitors sprinting into their niche.

When assessing one's own competitive position in their specific market terrain, the chief decision makers must consider the connectivity of the following points: the configuration of their marketplace and beyond, the state of their organizational leadership, the logistics of building and maintaining their operation, the state of resources, the technology and the strategic gameplan.

By connecting the dots before the competition does, one can position themselves into a superior state of strategic effectiveness.

The question is, are you in that position (of strategic effectiveness) yet?

Assessing the Big Tangible Picture: Connecting the Dots from the Geographic Terrain to the Marketplace

from Stratfor

The following example focuses on where the actual physical terrain becomes a macro variable in the enhancement of one's strategic position within the regional marketplace.

The dense river network in northwestern Europe (not to mention more roads and railways) affords that region much lower transportation costs. Thus, Northern nations have a significant competitive advantage in exporting. The one trick that the Southern nations (Greece, Italy, Spain, etc.) had up their sleeves—devaluing their currencies to make their exports cheaper—ended with the adoption of the euro. - Stratfor

Germany gained a trade surplus while Italy became stuck with a national debt at 120% of GDP.

In summary, those who have seized the advantages of their location, will usually prevail on the long term.  

Following are some of the questions that we have used to analyze our client's competition:

• What are the current state and the future state of each competitor?
• Which competitor has the superior accessibility of the market terrain?
• Which competitor has the easiest market terrain for reaching their goal?
• Which competitor has the best approximation to completing their goal?
• Which competitor has the "greater" strategic vantage of the terrain?

* These general questions are based on the various Art of War principles. It has been rewritten for this post.

Click here, here and here for the latest Euro update.

In summary, how do you and your strategy team viewed the Big Tangible Picture of your marketplace?

Focus on identifying the current state of your terrain. Determine the configuration of your terrain. Then, connect the relevant dots before the competition does. Then reap the rewards.

{The post was updated on 12.05.11 .}

Connect the Dots and Reap the Rewards

Whenever there is a political-economic-social correction, one should expect the people on the top of the value chain to change their operational focus. On the long term, these type of jobs will continually be exported to offshore regions. The U.S. workers will be hurt. The effect will then trickle down through the social-economicl value chain. The history of the U.S. manufacturing economy tells us that the grand objective of achieving cost efficiency and operational effectiveness is the name of the game.

The way of the information economy is that the technology enables the various business organizations to create jobs at other locations. It also increases the productivity while decreasing certain low tier jobs that requires redundancy and massive paper work. It is only a matter of time, that the certain niches with the U.S. service industry will be reduced to a minimum.

In a virtual information economy, a macro correction in one region could later create another opportunity for another region. The "Yin and Yang effect" is what one would see if he or she pays attention to the Big Tangible Picture (BTP).

Connect the dots before the competition does and one will prevail.

[ Updated on 11.25.2011 ]

Connect the Dots and Reap the Rewards

wikimedia.org

Comprehending the tangible state of the information economy begins by understanding how things are connected.

For today's challenge, connect the dots between Greece, Wall Street and Main Street.

The cartoon is from

Wallstreetformainstreet.com

Basic Compass Schema

• Identify the political-economic and social connections from Greece through Wall Street and then to Main Street
• Determine their impact by recognizing the momentum and its connection to the Big Tangible Picture (BTP)
• Examine the risk attributes. of the impact
• Analyze the quality of the collected market intelligence
• Lead with the decision.

Compass Rule: When one connects the dots, he or she reaps the rewards.

Connecting the Dots and Reaping the Rewards

To understand the state of the information economy, the first step is to know how everything connects.

Technology Evolves First

It has been said that necessity is the mother of all inventions. Assumption is the father of screwups. Whether there are useless wants or significant needs, devoted (and economically-driven), the users adjusted to the new changes. Most features are rarely used.

Compass Rule: When the impact of the current technology meets the sociological and economical wants of the clients, the social-political value of the technology increases.

Click here and here for two good examples that verified the above Compass rule.

Afterthought

To stay ahead of the curve, one should not get locked into the convenience of the technology. ... Be aware of the various vendors who needs your loyalty by quietly pushing their lock-in strategy onto you.

Technology is the Opium of the Masses

Heavens know that each one of us loved our technology. Remember that it is just a tool, not the end of all means. Tools come and go. Some evolve. Most become obsolete.

Using the Chinese strategic principles as a foundation remains the constant for some people. Transforming it to something pertinent is the goal of most serious strategists. The amateurs talk about it like if it is magic. The professionals who know, don't say.

The State of the Information Economy

In the information economy, the implementation of deception is paramount.

Regardless of the times, many businesses indirectly has a myriad of Chinese strategic principles as their strategic foundation. Implementing it covertly is the key to some level of success. Most of the masses are so overwhelmed with their situation that they cannot see the various subtle influences around them. In summary, the deception would be somehow revealed. These implementers would then disappeared and wait for the next opportunity.

It all begins by knowing the Big Tangible Picture (BTP). The first step is knowing how everything connects in one's world.

So what are the rewards for knowing the BTP, he/she can anticipate "the next big change" in their competitive arena. At that moment, Then the chief decision makers are able to comprehend whether the act of profit maximization and/or cost minimization is possible.

Applying the Strategic Principles to the Real World

Someone sent us this news item and asked us to offer a strategic view on how we would apply a Chinese strategic view to a local political situation. ... As we tell most people, it all begins by assessing their needs, their wants and the state of Big Tangible Picture.

Here is a partial listing of our response:

"In an information society, successful strategists contested their social-political will at the meeting rooms or the hallways of various political settings. Alliances, deals and feuds are sometime created at the water coolers, the back room of an eatery, a coffee shop or the 19th hole of a golf course. ...

The concealed possession of various political and economic influences usually gives the bearer (s) the leverage to make deals behind the closed doors of those mentioned settings that most outsiders do not know about.

... Implementing assorted social influences as a macro political influence could work But it usually requires patience, control, intelligence, economics, logistics, etc. ... When one does not have the prevailing strategic power, one must have the mindfulness, the willingness and the persistence to play "the grinding, the grounding and the pounding game" with the secondary understanding of securing the option of neutralization.

Following is an abridged list of our strategic awareness points:

• Understand that the quality of trust and cooperation is proportional to the quality of informational transparency;
• Remember that the full informational transparency is an illusion of the idealistic naive;
• Anticipate that there is always a possibility of political deception being displayed to the public;
• Remember that the quality of collected intelligence is proportional to the quality of strategic assessment (It is why the Art of War starts with chapter 1 and ends with chapter 13.)

Once the scope of the terrain is understood, the successful strategists typically proceed forward by "weighing and balancing" the relevant strategic and tactical attributes of their situation. In future posts, we will discussed this unique skill of successful strategists.

Ruminations from the Compass Desk

Assessing the Big Tangible Picture and understanding the various strategic principles usually enables one to be strategically effective in a world of zero-sum gains and partially valued win-win situations. ...

Knowing the rules of the game, the exceptions, the history and the operational specifics behind it is the first step. Organizing it into a strategic overview process and implementing it with strategic effectiveness are the next steps. ... It all begins by having a strategic process to operate from. By properly assessing their Big Tangible Picture, he or she can position and influence.

Comprehending the Big Tangible Picture has frequently enabled the successful strategists to connect the dots and reap the rewards.

Do you know your Big Tangible Picture? What is your process for positioning your team to influencing?

Is this a lot of work?

Compass Rule: The height of one's challenge usually determines the risk and some times the rewards.

Applying Strategic Power in the Information Economy (1)

In the information economy, the successful strategists judiciously assessed their competitive terrain until they are positioned themselves into an "one shot knockout" circumstance. .... In the case of Osama bin Laden, the outcome was two shots to the head. ...

This proper implementation of strategic power can be described as an integration of surprise, momentum and timing.

With the Big Tangible Picture in mind, the successful strategists connect the dots, reap the rewards and wait for the political and social after effects.

As of 05-03-11, the latest political after effects can be read here . The winners get it all. The political opposition just retreated to the office, "stewed" on the situation and waited for the next big event.

Summary

The amateurs occasionally read the situation with a grain of salt while leading with no mindfulness of the after-effects of their actions,.

The professionals spent their time assessing the target, positioning themselves toward an advantageous disposition and influencing their target with the awareness of the risk, the uncertainty and the volatility. Their understanding of the Big Tangible Picture enables them to decide accordingly to the situation.

Strategic power is achievable for those who have an abundance of intelligence, economics, logistics and the sheer drive to prevail.

Assess, Position and Influence (7): Understanding the connections

(from Facebook)

In the information economy, one usually realized that almost everything economically around him or her is somehow connected to the web.

Last month, there was an interesting article in the NY Times about how global companies responded to a black swan event within their supply chain.

# From our experience, the black swan usually originated from within one's settings.Occasionally, the long-term rewards for "just-in-case" situation exceed the short-term rewards for "just-in-time" situation. In various cases, many companies do not like to prepare for the long term. ... Adding inventories and backup suppliers reduces risk by increasing the redundancy in a supply system. It also enhances resilience. The trade off is the increase of operating costs. If you were the chief decision maker, would you choose the Just-in-time model or the Just-in-case model? ... When deciding, what strategic and operational factors would you focused on?

Compass View

Under the settings of the information economy, our world is considered to be strategically flat.

Successful business strategists understand the grand connection from the basic ingredients through the suppliers to the manufacturers and finally to the marketplace. The connective understanding of the economics, the logistics and the other tangible influences enabled them to prepare for the best case scenarios and the worst case scenarios. Anticipating possible scenarios is how they have always stayed ahead of the curve.

The key to succeeding is having the time, the resources and the skills to properly connect the dots.

Reflections

Based on your various projects, do you know the tangible specifics and the connections from the initial stage to the final stage?

Do you know the connections of the influences that control your settings?

Summary

When the strategists see the tangible causes of the connections, they would have a better chance of enhancing their settings. Whether they have the wisdom and the courage to pursue the opportunity is a different tale.

Defining the Expert (1)

Movie ninjas in Golden Gate Park

Picture Source: Jeff Chiu / The Chronicle, 2001

For the non martial arts reader, ninjas are considered to be low-middle tier specialists with limited skills, in the martial arts world, . They are used for extreme mono-focused tactical situations and are quite expendable.

In the modern workplace, some considered them to be Godsent.

I wondered what is the criterion that the news media used for certifying certain people to be experts (and gurus)?

In previous posts, we stated "an expert" is someone who can perform the following:

• Seeing all of the active variables that are in play;
• Having the capability to connect one's objective to the greater picture; and
• Staying focused on the target while being mindfully aware at the grand settings.

In the global economy, those who "connects the dots and reaps the rewards" for the company, are usually the ultra class experts.

It is food for thought time. Ask yourself the following: "Does my local ninja or guru possesses the necessary "small picture to big picture" skills?" and "Is my local ninja or guru a real expert?"

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Honouring the Worthy (Tai Gong Six Teachings-Civil Teaching Chapter 9)

King Wen asked Tai Gong:”Among those I rule, who should be elevated, who should be placed in inferior positions? Who should be selected for employment, who to cast aside? What affairs should be banned and what affairs need control?”

Tai Gong said:”Elevate the worthy and place the unworthy in inferior positions. Choose the sincere and trustworthy, eliminate the deceptive and artful. Prohibit violence and chaos, stop extravagance and ease. Accordingly, one who exercises kingship over the people recognizes the ‘six hazards’ and ‘seven harms’.”

King Wen said:“I would like to know more about them.”

Tai Gong said:”For the ‘six hazards’:

“First, if your subordinates build large palaces and mansions, pools and terraces and amble about enjoying the pleasures of scenery and female musicians, it will ‘injure’ the King’s virtue.”

“Second, when the people are not engaged in agriculture and sericulture but instead give rein to their tempers and loitering about, disdaining and transgressing the laws and prohibitions, not following the instructions of the officials, it harms the King’s influence.”

“Third, when officials form cliques and parties - obfuscating the worthy and wise, obstructing the ruler from feeling the pulse of the state - it ‘injures’ the King’s authority.”

“Fourth, when scholars are contrary-minded and conspicuously display ‘high moral standards’ - taking such behavior to be powerful expression of their disposition - and have private relationships with other feudal lords - slighting their own ruler - it ‘injures’ the King’s awesomeness.”

“Fifth, when subordinates disdain titles and positions, are contemptuous of the administrators, and are ashamed to face hardship for their ruler, it ‘injures’ the motivation of meritorious subordinates.”

“Sixth, when the strong clans encroach on others - seizing what they want, insulting and ridiculing the poor and weak - it ‘injures’ the work of the common people.”

“The seven harms:”

“First, men without wisdom or strategic planning ability are generously rewarded and honored with rank. Therefore, the strong and courageous who regard war lightly take their chances in the battlefield. The King must be careful not to employ them as generals.”

“Second, they have reputation but lack substance. What they say and their stand is constantly changing. They conceal the good and spread the bad. They are always seeking short-cuts. The King should be careful not to make plans with them.”

“Third, they make their appearance simple, wear ugly clothes, spouting no regard for office in order to seek fame, and talk about non-desire in order to gain profit. They are ‘fakes’ and the King should be careful not to bring them near.”

“Fourth, they wear strange caps and belts and their clothes are very elaborate. They listen widely to the disputations of others and speak speciously about unrealistic ideas, displaying them as a sort of personal adornment. They dwell in poverty and live in tranquility, deprecating the customs of the world. They are cunning people and the King should be careful not to favor them.”

“Fifth, with slander, obsequiousness and pandering, they seek office and rank. They are reckless, treating death lightly, out of their greed for salary and positions. They are not concerned with major affairs but move solely out of avarice. With lofty talk and specious discussion, they please the ruler. The King should be careful not to employ them.”

“Sixth, they have buildings elaborately carved and inlaid. They promote artifice and flowery adornment, in turn interrupting agriculture. You must inhibit them.”

“Seventh, they con people, practice sorcery and witchcraft, advance unorthodox ways and circulate inauspicious sayings, befuddling good people. The King must stop them.”

“Now when the people do not give their best, they are not our people. If the officers are not sincere and trustworthy, they are not our officers.

- Paraphrased from Dr. Ralph D. Sawyer translation of the Seven Military Classics of Ancient China

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