36 Strategems E-Book

Sun Chao Zi

• Herausgeber: BoD - Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 163

Veröffentlichungsjahr: 2025

Beschreibung

Immerse yourself in a world where a single wrong word can bring down kingdoms, a clever move can defeat armies, and the sharpest weapon is not the sword but the mind. This book takes you right to the heart of the centuries-old wisdom of ancient China. It reveals the 36 stratagems in which cunning, deception and psychological superiority win decisive battles. With captivating historical narratives, tactical analyses and examples from politics, business and everyday life, it shows how these ancient rules still tip the balance of power, eliminate opponents and create opportunities today. Experience how generals lure entire armies into traps, rulers overthrow their rivals, and merchants destroy the competition with a single move. Every strategy is a tool, whether for the struggle for influence in the modern business world, in political intrigue, or in the subtle power games of everyday life. If you want to know how to not only survive conflicts but win them, if you are ready to understand the secret mechanisms of power and manipulation, then this is your key. Get it now and discover the strategies that have made kings, warriors and leaders invincible for centuries! Buy this book and master the art of cunning.

Leseprobe

Table of contents

On the importance of strategy

The Age of Contending Realms

Deceive the emperor and cross the sea

Besieging Wei to save Zhao

Killing with another's knife

Wait for the exhausted enemy

Take advantage of a fire for a robbery

Make noise in the east, attack in the west

Creating something out of nothing

Secretly marching to Chencang

Watching the fire on the opposite bank

Hiding the dagger behind the smile

The plum tree withers instead of the peach tree

Lead the sheep away with a light touch

Hitting the grass to scare away the snake

Borrowing a corpse for the return of the soul

Luring the tiger from the mountain to the plain

If you want to catch something, you must first let it go

Throw a brick to get jade

Neutralising the enemy by capturing their leader

Secretly removing the firewood from under the cauldron

Fishing in troubled waters

The cicada sheds its golden skin

Close the door to catch the thief

Allying with a distant enemy to attack neighbours

Borrowing a way to attack Guo

Steal the beams and replace them with rotten supports

Scold the acacia, but point to the mulberry tree

Feigning madness without losing your balance

Luring them onto the roof and then pulling away the ladder

Decorating dry trees with artificial flowers

Reversing the roles of guest and host

The cunning of the beautiful woman

The ruse of the open city gates

The ruse of sowing discord

The ruse of self-mutilation

The chain strategy

Running away is the best method

ON THE IMPORTANCE OF STRATEGY

Let's imagine three scenes: A general bent over maps in the early morning light, planning tomorrow's battlefield. A CEO sketching out the company's goals for the next five years late at night. And a young person pondering life decisions and dreams for the future. As different as these situations are, they are all based on the same principle: strategy. Strategy is more than a plan; it is a way of thinking, an art of foresight that guides us in war, business and everyday life. The term itself refers to the origins of this art: it is derived from the Greek word strategos (military commander). Once reserved for military commanders, today we use strategy to describe the forward-looking development of potential, while tactics refers to the skilful exploitation of this potential to gain concrete advantages. What was once only applicable on the battlefield can now be found in boardrooms, personal life plans and any situation that requires smart action.

Strategic thinking often permeates our lives unnoticed. Every person who makes conscious decisions for the future – whether it's choosing a career, planning finances or starting a family – is essentially engaged in strategic planning. But all too often, everyday life overwhelms us: appointments, commitments and the here and now completely consume us. A Harvard analysis aptly describes how the demands of daily life obscure our view of the long term – in the end, we react only intuitively or emotionally, without a compass for larger goals. Without a strategy, we lack guidance; we drift or even become pawns in someone else's game. As a well-known proverb warns, "Failing to plan is planning to fa ." Accordingly, experts urge that life strategy means above all setting priorities instead of simply filling every minute with action. Not every hour has to be planned – on the contrary, strategic selfmanagement also includes breaks and free time. Only in this way can we maintain an overview and consciously set a course for what really matters in life.

In fact, self-management and strategy go hand in hand. Those who can organise themselves gain the freedom to make overarching plans. In modern management theory, self-leadership is considered a key factor for success: well-structured personalities do not get lost in operational details, but keep their long-term goals in sight. Through clever time management, they manage to accomplish daily tasks without losing sight of their own vision – and remain calm and capable of acting even in crises. In this way, strategic thinking becomes a form of self-management in everyday life: you align your actions with a purpose, anticipate obstacles and make plans to overcome them. For example, someone who starts further training for their career may give up some of their free time in the short term, but they are implicitly following strategy 17: "Throw a brick to get jade." In other words, they are making a small sacrifice to achieve a big gain in the long term. Such a strategic attitude gives life direction. It means changing roles: from being driven by circumstances to actively shaping one's own future.

The importance of smart strategy is even more evident in the business world. Companies operate in an environment of competition and change, almost like armies on a complex battlefield. It is therefore not surprising that military terms have found their way into business language: we talk about market "battles," competitive strategy, and marketing tactics. A company without a strategy is like a ship without a compass – it drifts until external forces cause it to sink. Studies consistently emphasise that strategic thinking and planning are essential for managers to achieve their goals and be prepared for change. A frequently quoted bon mot says: "If you fail to plan, you are planning to fail." The value of a good strategy is particularly evident in uncertain times. Smart minds see opportunities in crises: British banker Nathan Rothschild once remarked that great fortunes tend to fall "when cannonballs fly into the harbour, not when violins play in the ballroom". In other words, in times of upheaval and chaos, those who are prepared and decisive reap the rewards – a strategic mind sees opportunities where others see only danger.

Applied to corporate management, this means that successful leaders have a clear plan for the future, but remain flexible at the same time. They develop visions, set ambitious goals and coordinate resources towards this overarching goal. But they also know that a plan is only as good as it is when reality tests it. No business plan, no matter how sophisticated, survives its first contact with the market unchanged. This idea, originally formulated by Helmuth von Moltke for warfare, applies equally to business life: "No plan of operations can reach beyond the first encounter with the enemy's main force with any degree of certainty" – or, in other words, no strategy survives the first clash with the competition or the customer unscathed. Strategic leaders therefore stick to their goals but adjust their course as soon as new information or circumstances arise. President Dwight D. Eisenhower, himself a former commander-in-chief, emphasised that rigid plans may become obsolete, but planning itself is irreplaceable. Those who have planned carefully can throw their plans out the window when the unexpected happens – but they are mentally prepared to react quickly and intelligently.

In addition to foresight and adaptability, cunning and tactics are also part of the strategic toolbox – not only in war, but also in management. Companies sometimes employ surprising manoeuvres reminiscent of classic stratagems. For example, it is in line with stratagem 3, "Kill with another's knife," when companies use a competitor's resources or weaknesses to their own advantage. For example, they could bring external partners on board to outdo a rival, or buy up an invention from a small start-up in order to lead the market themselves – in effect, borrowing someone else's knife. Another old stratagem advises: "Make noise in the east, attack in the west." This principle can also be found in the business world: A company could generate a lot of publicity for a product (noise in the east) only to then strike unexpectedly in a completely different segment where the competition did not expect it (attack in the west). Such deception tactics show that strategy is not always straightforward – it is often about concealing one's own intentions and lulling the opponent into a false sense of security. But strategy also plays a role internally, in employee management. Forward-thinking business leaders know that the workforce is part of the strategy: well-managed teams share a vision and act in accordance with it. This is where strategic self-management pays off, as mentioned above – managers who can discipline and focus themselves serve as role models for their teams. They set clear priorities, delegate tasks wisely and keep their cool when things get dicey. Such strategic leadership combines determination with flexibility: the leader remains steadfastly on course, but can still react to sudden storms and adjust course. It is precisely this ability – to anticipate and navigate – that makes strategic thinking so valuable in today's business world.

The roots of all this strategic thinking lie in war – the ultimate conflict in which planning and cunning decide between life and death. In ancient times, the Chinese general Sun Tzu wrote his famous work The Art of War, which is still considered a classic of strategic leadership today. In it, he advises avoiding battle whenever possible by thwarting the enemy's plans before the battle begins. According to Sun Tzu, the highest victory is that which is achieved without bloodshed – through superior intelligence. However, when conflict does arise, preparation and timing are everything: Sunzi teaches that one should consolidate one's own position so that defeat becomes impossible and "not miss the right moment to strike the enemy". This principle is reflected in Stratagem 4: "Wait for the exhausted enemy while you are rested" – patiently conserving your strength until your opponent weakens, then striking at exactly the right moment. The history of warfare throughout the ages confirms the wisdom of such approaches. Great military leaders knew that superiority arises in the mind, not solely in troop strength. Battles were won because generals deceived the enemy, undermined their expectations and had the element of surprise on their side. Think of the wooden Trojan horse, the cunning "march backwards to advance" or countless cases where a feint proved decisive. It is no coincidence that Strategem 10 is: "Hide the dagger behind the smile" – show diplomacy and friendliness on the outside while secretly preparing the decisive blow. In war, deception is often the key to victory because it renders the enemy's strength useless.

But as indispensable as strategy is in war, the art of war also teaches us humility. Planning provides direction, but no guarantees. Moltke's famous statement that no plan survives the first contact with the enemy reminds us that even the best strategy must constantly contend with harsh reality. That is why a good strategist is never dogmatic. Strategy does not mean implementing a rigid plan come what may – it means being prepared for whatever may come. It means thinking several moves ahead like a chess master, but in an emergency adapting each move spontaneously to the current circumstances. As paradoxical as it sounds, strategy requires both steadfastness and adaptability. A Chinese proverb, which is the last of the 36 stratagems, succinctly expresses this insight: Stratagem 36: "Running away is the best method." This does not mean cowardice, but rather clever self-preservation. Sometimes the smartest strategic move is to retreat – to gather strength, limit losses and return at a later date. A general who orders a retreat in good time saves his army for future battles; an entrepreneur who abandons a loss-making project saves his company from worse and creates scope for new initiatives . Strategic thinking therefore also means letting go when necessary in order to win in the long term.

Whether in our personal lives, in everyday business or on the battlefield, strategy means taking control of our own destiny. It gives us the ability to act purposefully instead of reacting blindly, to forge a plan and yet always allow for the unexpected. Strategic thinking creates clarity about what we want to achieve and the paths that could lead us there. It teaches us to use resources – be they time, money, knowledge or troops – in such a way that they have maximum impact. And it sharpens our view of the big picture: we recognise when patience is called for and when determination is needed, when a direct approach will lead to the goal and when a ruse from the treasure chest of 36 stratagems is superior. Ultimately, strategy is the art of navigating life itself – through uncertainty, competition and change – with an inner compass that guides us even in the storm. That is why strategic thinking is indispensable in all areas: it is the key to finding security in war, success in business and fulfilment in our personal lives. Thinking strategically means being the architect of your own destiny – the narrator of your own story, who does not leave things to chance, but determines the course with foresight and willpower. In a world full of uncertainties, strategy is our most reliable ally – in life as in battle.

THE AGE OF CONTENDING REALMS

The Warring States period (c. 475–221 BC) was an era of intense political fragmentation and almost incessant conflict in Chinese history. It followed the Spring and Autumn period and marked the final phase of the Eastern Zhou dynasty, during which the central authority of the Zhou king had almost completely collapsed. Numerous smaller principalities and feudal states initially existed side by side, but over the course of this period, they were increasingly reduced to a few large empires through conquests, marriage alliances and diplomatic pressure. By 300 BC, there were only seven powerful kingdoms left – the so-called Seven Warring States – which fought for supremacy. These seven main states were Qin in the far west (with its heartland in the Wei River valley), Chu in the south (around the Han and Yangtze river valleys), Qi in the east (on the Shandong Peninsula), Yan in the northeast (around what is now Beijing), and the three central states of Han, Zhao and Wei, which emerged from the division of the former Jin state. At that time, the king of Zhou no longer had any effective power and became an insignificant regional prince; the Zhou dynasty nominally continued to exist until 256/249 BC, but effectively ended when Qin conquered the last Zhou territory. A clear sign of the decline in the authority of the Zhou rulers was that, during the 4th century BC, the rulers of all the major states conferred the title of king (王, Wang) on themselves, openly claiming to be equal to the Zhou king. By this point at the latest, the old feudal order, in which the Zhou king was nominally the supreme ruler, had been replaced by a system of sovereign states.

In order to survive this ongoing rivalry, the empires subjected their internal structures to comprehensive reforms. Under the pressure of constant wars, the administration, military and society of almost all states were profoundly reorganised. The power of the old noble families and feudal princes was curtailed, while the central rulers strengthened their authority and established professional civil services. Between approximately 445 and 350 BC, states such as Wei, Zhao, Chu, Han and Qi gradually introduced bureaucratic reforms, followed by Qin, which pursued this development particularly consistently from 356 BC onwards under Shang Yang. Officials were now appointed on the basis of their abilities and merits (rather than aristocratic descent), received fixed salaries and were subject to strict central supervision. At the same time, the first systematic legal codes and performance systems emerged. Shang Yang's reforms in Qin (356–338 BC) were particularly groundbreaking: he introduced draconian legalistic laws, privatised land ownership, abolished many hereditary privileges and made all classes of the population – including the nobility – equally subject to state legislation. Farmers were rewarded for high yields, military successes were honoured with opportunities for social advancement, and even the slightest offences were severely punished, with the law applying to everyone – no class, not even the ruler, was above the law. These measures transformed Qin into a tightly organised, centrally administered state with efficient administrations and a performance-based reward and punishment system. Other states pursued similar reforms – Wu Qi, for example, reformed Chu in the 4th century BC in a comparable manner – by breaking up the old feudal structures in favour of a strong central authority and modernising the administration and military. Overall, the reforms of the Warring States led to bureaucratisation and centralisation of power, which created the conditions for one of the states (Qin) to eventually gain enough resources and power to defeat all the others.

During the Warring States period, the balance of power between the major states shifted dramatically several times. No state was able to maintain hegemony for long; rather, there were phases in which different empires gained the upper hand. In the early 4th century BC, the state of Wei (one of the three states that emerged from Jin) rose to become the dominant power and at times seemed on the verge of gaining supremacy over the others. Wei benefited from its central location in the North China Plain and early reforms, but its supremacy was soon challenged by rival coalitions. A turning point came with the Battle of Maling (341 BC), in which Qi – an up-and-coming eastern state – defeated Wei's army. Qi's strategist Sun Bin lured the superior Wei army into an ambush and inflicted a heavy defeat on it. As a result of this victory, Wei lost a great deal of influence and had to cede parts of its territory to Qin. Qi, on the other hand, gained prestige and power after 341 BC; for some time, Qi was considered the leading empire under King Xuan, to which even the other former Jin states temporarily submitted. Qin, for its part, took advantage of Wei's weakness: as early as 340 BC, Qin attacked the exhausted Wei and seized further territories. Qin also expanded towards the southwest – in 316 BC, Qin conquered the non-Chinese territories of Ba and Shu (in present-day Sichuan), which significantly increased its wealth and population in the long term . Chu, the powerful southern state, also reached the height of its power when it conquered the kingdom of Yue in the southeast in 334 BC, extending its territory to the coast. At that time, towards the end of the 4th century, there were essentially three major powers facing each other: Qin in the west, Qi in the east and Chu in the south, while the remaining kingdoms (Han, Zhao, Wei, Yan) struggled not to be crushed between these giants. The rivalry remained in a state of constant flux: by the middle of the 3rd century BC, Qi had lost its leading position again. Fearing Qi's growing power, several rivals – Yan, Zhao, Qin and Wei – formed an alliance in 285 BC and launched a surprise attack on Qi from various sides. Qi's armies were almost completely wiped out in 284 BC; King Min of Qi was executed by internal traitors, and Qi shrank to a small remnant state. Although the capable general Tian Dan was able to recapture parts of Qi in the following years, Qi never regained its former dominance.