Sun Tzu, The Art of War and Public Relations (Part II): Waging war

By T.L. HEADLEY, MBA, MA, BA, AAMS
Principal, The Genesis Group
ONA, W.Va. – Once the battlefield, the relative strengths of the opposition and its leadership have been assessed and any potential strategic advantages discovered, the next step is to bring all the resources you will need to the battlefield.
As Sun Tzu wrote, “An army of one hundred thousand men can only be raised when the money is available.” In other words, determine how much the battle will cost and try not to commit to battle until the resources are in hand.
The importance of this is clear. Without adequate resources to meet the needs of the battlefield, the battle will be lost. Any resources brought to bear will be wasted.
During the planning stage, a good strategist will determine the strength of the opponent. From that, the good commander will determine the resources he or she will need to overcome the opposition based on the strategy they choose. In fact, the availability of resources often determines the strategy chosen.
For example, during the American Civil War, the Union had a tremendous advantage in manpower and materials. The Confederates had the advantage of interior lines, allowing them to rapidly move their small forces from point to point. Early in the war, the Union generals tried to hit first in one area and then another, Virginia, Tennessee and then the Mississippi Valley, allowing the Confederates to move their forces to counter each attack. It was only when General Ulysses Grant and President Lincoln chose to bring the entire weight of the Union forces to bear all across the front that the Confederate strength began to crumble.
By contrast, Ho Chi Minh and the North Vietnamese used their resources – manpower and determination – in hit-and-run tactics that did not allow first the French and then the United States to maximize the use of their resources – high firepower, control of the air and advanced technology – during the war. Ho used the analogy of the horns of a bull to describe his tactics. He said the North Vietnamese and Viet Cong should stay close to the Americans and French – inside the horns of the bull – so that horns would be ineffective.
In terms of public relations, the dictum would be to determine the relative maximum resources available, devise a strategy to counter the opponent’s strengths and make sure you have the resources needed to support the effort.
Often, time is the best ally. An opponent may only be able to muster their maximum resources for a short time or in a limited area. The strategy then must be wait until the opponent’s strength or focus wanes, or to look for opportunities in other areas (which returns to the concept of assessing the battlefield). It may be that the battlefield may not be the best choice. On the other hand, sometimes you want to strike quickly while you have the greatest advantage in strength.
Returning to the example of the Civil War, had the Union brought its advantage in manpower and material to bear and struck quickly with full force toward Richmond during the opening days of the war, they likely would have overrun the Confederate capital in a few days, ending the war and saving hundreds of thousands of lives. Unfortunately, the then-commanding general of the Union Army chose to build his strength, train his troops and wait … and wait … and wait. The result was a period in which the Confederacy could maximize their defenses, build their manpower and prepare for the attack all could see coming.
In terms of public relations, the good strategist will strike first if possible. It has been said that the public remembers the “first headline.” If you strike first, you dictate the terms of the discussion or debate. If you wait, you allow the opponent to establish the ground.
Once the battle has been engaged, it is important to allow all to profit from the potential victory.
What does this mean?
The bottom line is to make it attractive to your opponent to end the fight. Look for win-win scenarios that will allow the opponent to withdraw or to join forces with you. If the battle continues until you win your victory, look at your opponent for additional resources that might make you stronger. After all, your opponent is often your best source for additional strength.
Evidence of the validity of this concept is clear. In the post-World War II period, both Russia and the United States actively sought weapons and technology expertise from the defeated Axis nations. In fact, NASA would never have been able to land men on the moon had it not had ready access to the knowledge and expertise of Werner von Braun, the inventor of the German V-2 missile.
The public relations professional should seek to build coalitions, look for common ground and bring to bear the potential strengths of the opposition in areas where there might be agreement. One example would be a political campaign in which during the primary quality staffers might be identified that are brought on board the winner’s campaign after their candidate loses or drops out.
Last, it is imperative that the good commander be realistic about the conflict and the potential impact it could have on his or her own people. As Sun Tzu said, “the general who understands war is the controller of his people’s fate and the guarantor of the security of the nation.”
Anyone entering into a conflict or a debate must weigh the potential gains versus the potential losses. Is the debate necessary? Can it be postponed? Is there an alternative to conflict?
The bottom line is that the leader must accept his or her responsibility to those they lead. If they move impulsively, without concern for the potential costs, they are doing a disservice to those they for whom they are responsible. If they lose such a fight, they must accept the responsibility openly and fully.
Next: “Attack by Stratagem”