PREFACE

The Art of War, compiled well over two thousand years ago by a mysterious Chinese warrior-philosopher, is still perhaps the most prestigious and influential book of strategy in the world today. It is as eagerly studied in Asia by modern politicians and executives as it has been by military leaders and strategists.

The Art of War applies to competition and conflict in general, on every level from the interpersonal to the international. Its aim is victory without battle, and unassailable strength through understanding of the physics, politics, and psychology of conflict.

The Art of War's background is in the great spiritual tradition of Taoism. It recommends itself to the modern day by the manner in which power is continually tempered by a profound undercurrent of humanism. The Art of War is thus a book not only of war but also of peace, above all a tool for understanding the very roots of conflict and resolution.

In an age where the speed and pervasiveness of corporate-dominated media influence workers so deeply, Sun Tzu's focus on hearts and minds has particular relevance. As unions are often drawn into skirmishes, his emphasis on the big picture can be useful. And while today's activists could seek less masculinist and hierarchical solutions to problems, it wouldn't hurt to reach back into a great cultural tradition for some philosophical guidance.

1. Principle #1: "To fight a hundred battles and win them all is not really good strategy. The best strategy is to render other armies helpless without fighting."

Classical comment, by Jia Lin: "Best of all is when your troops are held in such awe that everyone comes to surrender. This is preferable to winning by trickery, violence and slaughter."

CEP Notes: For many of our members, joining the union was not enrolling in a battle. They are willing to fight when necessary, but hesitant to trust a leadership which is constantly battling. When goals can be achieved without unnecessary fighting, their loyalty is strengthened.

Principle #2: "The superior militarist strikes while schemes are being laid. The next best is to attack alliances. The next best is to attack the army."

Classical comment, by Wang Xi: "It is best to thwart people by intelligent planning. If you cannot completely thwart the schemes of the enemy, you should then work on his alliances, to try to make them fall apart."

CEP Notes: When we can get there first, both with the members and the public, this is much superior to responding to management initiatives. When management's intent is hostile, we should divide them from other companies, make them unpopular in the corporate
culture.

Principle #3: "The lowest is to attack a city. Siege of a city is only done as a last resort. Take three months to prepare your machines and three months to complete your siege engineering."

Classical comment, by Zhang Yu: "The siege of cities and butchering of towns not only ages the army and wastes resources, it also has a lot of casualties, so it is the lowest form of attack. When you besiege a city, then your power will be used up in that, so you do it only if it is absolutely necessary, as a last resort."

CEP Notes: We know what the key concerns are that management has staked out, the ones they have defined as "strike issues". We should think twice about the cost of direct assaults on these fortifications. If it is essential to defend a principle, the operation should be carefully prepared.

Principle #4: "Those who know when to fight and when not to fight are victorious. Those who discern when to use many or few troops are victorious. Those whose upper and lower ranks have the same desire are victorious. Those who face the unprepared with preparation are victorious."

Classical comment, by Du You: "Sometimes a large group cannot effectively attack a small group, and then again sometimes weakness can be used to control the strong. 'Those who can adapt to the situation are victorious. This is why tradition says 'military conquest is a
matter of coordination, not of masses.?'"

CEP Notes: Many of our struggles rely on psychology, on mental preparation and skill. We need to develop our capacity for timing, careful use of resources, unity, and planning. Without these, we will respond in predictable ways to new management strategies, and will simply be out manoeuvred.

Principle #5: "So it is said that if you know others and know yourself, you will not be imperiled in a hundred battles; if you do not know others but know yourself, you win one and lose one; if you do not know others and do not know yourself, you will be imperiled in every single battle."

Classical comment, by Zhang Yu: "When you know others, then you are able to attack them. When you know yourself, you are able to protect yourself. Attack is the time for defense, defense is a strategy of attack. If you know this, you will not be in danger even if you fight a hundred battles."

CEP Notes: To win more battles, we need to be pro-active, not just to respond to the corporate agenda. Sometimes we become so absorbed with management's tactics that we lose a sense of ourselves, of the union culture. In that case, we are in danger. But if we can keep a solid sense of our identity, and adapt our tactics with an updated and accurate knowledge of management's moves, that will be effective and contemporary union representation.

Principle #6: "When the speed of rushing water reaches the point where it can move boulders, this is the force of momentum. When the speed of a hawk is such that it can strike and kill, this is precision. So it is with skilful warriors -their force is swift, their precision is close."

Classical comment: When you have the force of momentum in war, even the timid can be courageous. So it is possible to choose them for their capabilities and give them the appropriate responsibilities. The brave can fight, the careful can guard, the intelligent can communicate. No one is useless.

CEP notes: Judgement requires both momentum and timing. Usually, management has more resources than the union. Hence it is important to watch for the moments when momentum shifts and a relatively small amount of resources can make a huge difference.

Principle #7: "An ancient book of military order says, "Words are not heard, so cymbals and drums are made. Owing to lack of visibility, banners and flags are made." Cymbals drums, banners and flags are used to focus and unify people's ears and eyes. Once people are unified the brave cannot proceed alone, the timid cannot retreat alone -this is the rule for employing a group."

Classical comment: To unify people's ears and eyes means to make people look and listen in concert so that they do not become confused and disorderly. Signals are used to indicate directions and prevent individuals from going off by themselves.

CEP notes: Sometime union leaders rely on logic and argument, while the establishment is holding people?s attention with symbols and spectacles. These are not merely "smoke and mirrors", they are doors into the emotional level which motivates people to struggle or to concede. We need to watch the terrain of imagination and image, the arts and heritage of our members and the broader society. Otherwise, we may win a tactical victory, yet be seen by our members to have suffered a defeat.

Principle #8: There are five traits that are dangerous in generals. Those who are ready to die can be killed; those who are intent on living can be captured; those who are quick to anger can be shamed; those who are puritanical can be disgraced; those who love people can be troubled. These five things are faults in generals, disasters for military operations.

Classical comment: Good generals are otherwise: they are not committed to death yet do not expect to live; they act in accord with events not quick to anger, not subject to embarrassment. When they see possibility, they are like tigers, otherwise they shut their doors. Their action and inaction are matters of strategy, and they cannot be pleased or angered.

CEP notes: Leadership is complex, and requires personal and spiritual balance as well as courage. We need to be in tune with ourselves, in order to work in tune with one another. Union leaders need to spend time on personal development and calm, or they can be
stampeded into useless conflicts.

Principle #9: "When you do battle, even if you are winning, if you continue for a long time it will dull your forces and blunt your edge. If you keep your armies out in the field for a long time, your supplies will be insufficient. Therefore I have heard of military operations that were clumsy but swift, but I have never seen one that was skilful and lasted a long time."

Classical comment: Arms are tools of ill omen-to employ them for an extended period of time will bring about calamity. As it is said, "Those who like to fight and so exhaust their military inevitably perish."

CEP notes: Building union strength is a long-term process, but some victories along the way are essential to sustain morale and conserve resources. To avoid burning people out, and hollowing out our organizations, we need to avoid overload and pause between battles.

END