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Foundation Courses : DS : The 33 strategies of war
It has been a customary perception that peace-loving people triumph more in life. Few realize that this is the very idea that acts as a barrier to realizing and identifying indispensable provisions to thrive in the challenges of day-to-day living.
Bestselling author Robert Greene shares 33 effective strategies of war to guide you through the realistic battlefield called life. Here are the 33 Strategies that are not only helpful in war, but also in life.
Part I SELF-DIRECTED WARFARE 1: Declare war on your enemies: Polarity
You cannot fight effectively unless you can identify them. Learn to smoke them out, then inwardly declare war. Your enemies can fill you with purpose and direction.
2: Do not fight the last war: Guerilla-war-of-the-mind
Wage war on the past and ruthlessly force yourself to react to the present. Make everything fluid and mobile.
3: Amidst the turmoil of events, do not lose your presence of mind: Counterbalance
Keep your presence of mind whatever the circumstances. Make your mind tougher by exposing it to adversity. Learn to detach youself from the chaos of the battlefied.
4: Create a sense of urgency and desperation: Death-ground
Place yourself where your back is against the wall and you have to fight like hell to get out alive.
Part II ORGANIZATIONAL WARFARE
5: Avoid the snares of groupthink: Command-and-control
Create a chain of command where people do not feel constrained by your influence yet follow your lead. Create a sense of participation, but do not fall into groupthink.
6: Segment your forces: Controlled-chaos
The critical elements in war are speed and adaptability--the ability to move and make decisions faster than the enemy. Break your forces into independent groups that can operate on their own. Give them the spirit of the campaign, a mission to accomplish, and room to run.
7: Transform your war into a crusade: Morale
Get them to think less about themselves and more about the group. Involve them in a cause, a crusade against a hated enemy. Make them see their survival is tied to the success of the army as a whole.
Part III DEFENSIVE WARFARE
8: Pick your battles carefully: Perfect-economy
Consider the hidden costs of war: time, political goodwill, an embittered enemy bent on revenge. Sometimes it is better to undermine your enemies covertly.
9: Turn the tables: Counterattack
Let the other side move first. If aggressive, bait them into a rash attack that leaves them in a weak position.
10: Create a threatening presence: Deterrence
Build a reputation for being a little crazy. Fighting you is not worth it. Uncertainty can be better than an explicit threat. If your opponents aren't sure what attacking you will cost, they will not want to find out.
11: Trade space for time: Nonengagement
Retreat is a sign of strength. Resisting the temptation to respond buys valuable time. Sometimes you accomplish most by doing nothing.
Part IV
OFFENSIVE WARFARE 12: Lose battles, but win the war: Grand strategy
Grand strategy is the art of looking beyond the present battle and calculating ahead. Focus on your ultimate goal and plot to reach it.
13: Know your enemy: Intelligence
The target of your strategies is not the army you face, but the mind who runs it. Learn to read people.
14: Overwhelm resistance with speed and suddenness: Blitzkrieg
Speed is power. Striking first, before enemies have time to think or prepare will make them emotional, unbalanced, and prone to error.
15: Control the dynamic: Forcing
Instead of trying to dominate the other side's every move, work to define the nature of the relationship itself. Control your opponent's mind, pushing emotional buttons and compelling them to make mistakes.
16: Hit them where it hurts: Center-of-gravity
Find the source of your enemy's power. Find out what he cherishes and protects and strike.
17: Defeat them in detail: Divide and conquer
Separate the parts and sow dissension and division. Turn a large problem into small, eminently defeatable parts.
18: Expose and attack your opponent's soft flank: Turning
Frontal assaults stiffen resistance. Instead, distract your enemy's attention to the front, then attack from the side when they expose their weakness.
19: Envelop the enemy: Annihilation
Create relentless pressure from all sides and close off their access to the outside world. When you sense weakening resolve, tighten the noose and crush their willpower.
20: Maneuver them into weakness: Ripening for the sickle
Before the battle begins, put your opponent in a position of such weakness that victory is easy and quick. Create dilemmas where all potential choices are bad.
21: Negotiate while advancing: Diplomatic war
Before and during negotiations, keep advancing, creating relentless pressure and compelling the other side to settle on your terms. The more you take, the more you can give back in meaningless concessions. Create a reputation for being tough and uncompromising so that people are giving ground even before they meet you.
22: Know how to end things: Exit strategy
You are judged by how well things conclude. Know when to stop. Avoid all conflicts and entanglements from which there are no realistic exits.
Part V
UNCONVENTIONAL WARFARE 23: Weave a seamless blend of fact and fiction: Misperception
Make it hard for your enemies to know what is going on around them. Feed their expectations, manufacture a reality to match their desires, and they will fool themselves. Control people's perceptions of reality and you control them.
หลอกคู่ต่อสู้ ไม่ให้รู้ว่าเรากำลังทำอะไรอยู่ แล้วแสดงออกให้คู่ต่อสู้เห็นในสิ่งที่เค้าอยากเห็น เพื่อให้เค้าเข้าใจผิด แล้วคิดเข้าข้างตัวเอง คราวนี้เราก็จะควบคุมการรับรู้ของเค้า และควบคุมเค้าได้ในที่สุด
The more unclear your actions and strategies are to the opponent, the better. This makes it more complex for your enemies to fathom reality.
การกระทำและกลยุทธ์ของเรายิ่งกำกวม, ไม่ชัดเจน, ซับซ้อนเท่าไหร่ยิ่งดี 24: Take the line of least expectation: Ordinary-Extraordinary
Upset expectations. First do something ordinary and conventional, then hit them with the extraordinary. Sometimes the ordinary is extraordinary because it is unexpected.
25: Occupy the moral high ground: Righteousness
The cause you are fighting for must seem more just than the enemy's. Questioning their motives and making enemies appear evil can narrow their base of support and room to maneuver. When you come under moral attack from a clever enemy, don't whine or get angry--fight fire with fire.
26: Deny them targets: The Void
The feeling of emptiness is intolerable for most people. Give enemies no target to attach. Be dangerous and elusive, and let them chase you into the void. Deliver irritating but damaging side attacks and pinpricks.
27: Seem to work for the interests of others while furthering your own: Alliance
Get others to compensate for your deficiencies, do your dirty work, fight your wars. Sow dissension in the alliances of others, weakening opponents by isolating them.
28: Give your rivals enough rope to hang themselves: One-upmanship
Instill doubts and insecurities in rivals, getting them to think too much and act defensive. Make them hang themselves through their own self-destructive tendencies, leaving you blameless and clean.
29: Take small bites: Fait Accompli
Take small bites to play on people's short attention span. Before they notice, you may acquire an empire.
30: Penetrate their minds: Communication
Infiltrate your ideas behind enemy lines, sending messages through little details. Lure people into coming to the conclusions you desire and into thinking they've gotten there by themselves.
31: Destroy from within: The Inner Front
To take something you want, don't fight those who have it, but join them. Then either slowly make it your own or wait for the right moment to stage a coup.
32: Dominate while seeming to submit: Passive-Aggression
Seem to go along, offering no resistance, but actually dominate the situation. Disguise your aggression so you can deny that it exists.
33: Sow uncertainty and panic through acts of terror: Chain Reaction
Terror can paralyze a people's will to resist and destroy their ability to plan a strategic response. The goal is to cause maximum chaos and provoke a desperate overreaction. To counter terror, stay balanced and rational.
Create Date : 31 มีนาคม 2553 |
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Last Update : 31 มีนาคม 2553 14:46:12 น. |
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Foundation Courses : DS : Why DS?
DS or Decision Skill is a foundation course which provide for IM students (and for other major who study at CMMU too). Below sections will show why we need to study DS and other information.
Why DS?
Course objective:
This course is designed to 1) expose the students to the tools that are designed to increase their decision making capability 2) emphasize the application aspect of psychology and the impact of competition on decision making 3) introduce biases that may distort individuals from making rational decisions, and 4) develop creative thinking skills.
The course will first provide the basic philosophical foundation for the analyses of decision-making processes. It will then introduce several conceptual frameworks that would help to enhance decision-making capability.
During the first half of the course, students will learn to 1) familiarize themselves with analytical tools that would enable them to construct well defined objectives 2) form more structured decision making and problem solving strategies; 3) rationally generate options and establish clear bases of comparisons; and 4) learn how to generate and define options that would offer desirable outcomes without going through heavy computation (as opposed to the traditional operation research or operation management courses). These decision analytic tools will also take into account several concepts from the disciplines of psychology, sociology, and economics that are relevant to the studies of decision making and combine them together as part of the analysis. This is to create a more holistic approach for decision-making.
The second half of the course will cover topics that concern the cognitive mechanism behind decision-making, risk assessment processes, and creative thinking capability. These include heuristics and biases that distort people from making rational decisions, the impact of emotions on decision-making, and the influence of social factors, resources, and power on anticipating decision outcomes. Furthermore, they will learn how to not only think creatively but also to manage creativity. Students will be given opportunities to practice various decision-making exercises and will be exposed to several tools essential for increasing their decision quality as well as creative thinking capability. Furthermore, they will also learn useful communication techniques derived from the conceptual understanding of decision-making procedures and get to apply these techniques on their group presentation.
Create Date : 15 มีนาคม 2553 |
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Last Update : 18 มีนาคม 2553 19:49:37 น. |
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Foundation Courses : PM : Why PM?
PM of Project management is a foundation course which provide for IM students. Below parts will tell you why we need to study PM, course objective, PM benefits, and PM vs. IM.
Project Management [MGMG605]
Why PM?
Course Objective:
This course is designed to 1. To understand the use of projects to accomplish limited duration tasks in today’s organization. 2. To examine the activities, techniques and issues involved throughout life cycle of a project and to understand the reasons behind the activities and techniques involved. 3. To gain practical experience of planning, implementing and tracking a project. 4. To appreciate hoe information systems can support project management tasks.
The benefits:
Project management is an essential segment in every organization. Be it, the small scale enterprises or corporate giants, project management has the power to transform the market standing of a company. Every business undertakes projects of some sort. But some undertake far more than others. Similarly, some industries are more project-intensive than others. Aerospace and defence, for example, are extremely project-intensive, working for years on long-term contracts or development projects that will eventually bring forth a new jet aircraft, missile system, ship or piece of electronic wizardry. Likewise, almost by definition, construction is another industry that exhibits a high degree of project activity. It is highly probable that enhanced project management capabilities would have seen an even greater transformation. Food, retailing and textiles, on the other hand, are less project-intensive. Even so, care must be taken. While corner shops may not be prone to launching new projects, the major supermarkets are: each year sees a number of new distribution depots, IT systems, retail outlets and the like. In management terminology, the duration in which an entire project is carried out, from its inception till the end, is called the project life cycle. The project life cycle can consist of one or multiple project management approaches. The management approaches are the various project management methodologies that the team can decide to follow so that the target is achieved in allotted time. World class companies usually recruit project managers that lead the team in order to timely achieve the targets set by the clients and customers. This means project management can be directly used as the occupation, person who has project management skill can be hired with satisfactory pay. Some of the prime advantages of having a good project management team for a company are as follows. 1. Excellent product quality Maintaining a high standard of excellence in developing quality products earns the company goodwill amongst its customers. The project management plans the allocated budget, resources and testing methods that keep the pace of production high, both qualitatively and quantitatively. 2. Adequate communication Improper communication among employees can lead to misunderstandings and negatively impact the performance of the firm. A project manager can be a bridge among the diversified branches of project undertaking. And why only employees? Stakeholders also form a part of the company. They prefer investing in those companies that deliver projects on time and keep them informed about updates and progress of the projects. If a client is satisfied with the performance of the firm, it is likely that it will return with much bigger projects, not to mention huge investments. A project leader can hold meetings on a daily, weekly or monthly basis and can make sure that everyone is aware about the project plan and his/her responsibilities, both as an individual and as a team. 3. Reducing risks The probability of getting hit by an unwanted or unexpected event has increased manifold in today's competitive business environment. The project management team can identify the potential risks, take their time to rectify them and help the company save valuable resources. 4. Strategic objectives and goals Strategic goals are the blueprint of the task undertaken by a company. For instance, a software company aims to prepare software and related programming codes, whereas an infrastructure company has a target of constructing dams, bridges and other construction works. A project management team helps the company in achieving the strategic goals, as it streamlines the task of a company in taking many important decisions.
Project management and innovation:
Almost by definition, innovation relies on project management. Irrespective of whether the innovation concerns a new product, or a new process, or indeed a contribution to pure science, better project management, on the whole, will see a successful outcome reached more quickly, having consumed fewer resources. Once the task is allotted, the project team is responsible for the goal to be finished in the dedicated time. Innovation is an area in which the project team can invest more and come out with new ideas that can increase the sale and reputation of the firm. Stating the benefits of innovation is one thing - defining innovation itself, or quantifying it, is another. As successive generations of statisticians have found, the measurement of innovation is almost as slippery a concept as the measurement of project management.
Create Date : 14 มีนาคม 2553 |
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Last Update : 18 มีนาคม 2553 19:55:22 น. |
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