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Monthly Archives: June 2008

Filosofi Boomerang

Tahukah kamu tentang benda yang merupakan senjata khas suku Aborigin di daratan yang nenek moyangnya dulu adalah bekas penjahat yang dibuang karena tidak kebagian jatah penjara dari negeri dongeng Ratu Elizabeth itu. Gerakan bumerang adalah kombinasi translasi dan rotasi mirip dengan bilah helikopter.
Bumerang
Translasi sendiri merupakan suatu bentuk gerakan dengan lintasan lurus. Dan Rotasi merupakan gerakan berputar sebuah benda pada suatu sumbu yang tetap seperti perputaran planet yang anda tepati sekarang yang seakan diam ini pada porosnya. Rotasi ini dapat mengakibatkan benda tersebut mengalami gaya sentrifugal, keren kan namanya tapi jangan terkecoh. Masih ingat kan dengan gaya ini, bila anda pernah mendengarkan pelajaran fisika di sma dulu bahwa gaya ini akan mengakibatkan benda tersebuat akan terlempar keluar sebagai contoh bila anda berdiri tegak dan berputar-putar di poros anda berdiri, anda akan terlempar kluar (dan tentu saja mual2 serta berkunang2), hmm… maaf tu contoh buruk, contoh sederhana bila anda bisa menaiki mobil dan berlaku gila dengan menyengendarainya dengan kecepatan tinggi serta berputar-putar mengelilingi bundaraan ITS, anda juga akan pusing, hmm benar, tapi fokuskan saat anda sedang berputar-putar anda akan serasa terlempar kluar menjauh dari titik pusat poros rotasi. Ok, cukup sudah teori fisika kita tentang bumerang. Tahukah kawan dengan benda yang sebenarnya senjata ini menyimpan sebuah filosofi yang sebenarnya bisa kita sebut dengan sebuah senjata makan tuan. Setiap senjata selalu mempunyai dua sisi yang berlawanan -dan memang di dunia ini selalu ada dua sisi, jahat dan baik, hitam dan putih, sedih dan senang- sisi satunya adalah tentang menyerang lawan, dan sisi lainnya hanya digunakan untuk bertahan alias membela diri. Bagaimana dengan sang bumerang, tahukah kawan seorang dengan senjata bumerang di tangan selalu mengarahkan ke sisi lain musuhnya saat menyerang karena tujuan dari serangan tersebut adalah dari belakang, saat musuh mengira serangan tersebut meleset ternyata salah!, pendapat musuhnyalah yang salah, karena ternyata bumerang tersebut kembali dan menyerangnya. Dan kenapa orang-orang yang ceroboh sering disebut ‘keputusanmu akan jadi bumerang’, bahwa artinya adalah ANDA sedang membuat keputusan yang kontroversial dan nantinya mempunyai kemungkinan besar akan menyerang balek anda, dan lebih kejam lagi membuat anda terbunuh atau dalam segi industri bahwa anda bangkrut dan perusahaan anda gulung tikar.

Keputusan merupakan pilihan yang selama hidup anda pasti selalu akan membayangi anda dimana pun juga bahkan di tempat tergelap pun yang tidak akan ada tercipta bayangan, karena memang keputusan itu bukan bayangan bagi anda tapi ANDA sendiri lah keputusan itu. Tahukah kawan, ada kemungkinan bahwa saat anda berlatih menggunakan bumerang, kepala anda akan terkena sakitnya terlempar senjata ini. Begitu juga dengan keputusan yang anda buat, kemungkinan salah pun sebesar kemungkinan anda benar. Seperti kata pepatah bahwa semakin besar resiko maka semakin besar pula keuntungan yang anda dapat, begitu juga sebaliknya. Resiko bisa diidentifikasikan sebagai sebuah BAHAYA karena akibat sebuah proses yang berlangsung lalu, sekarang atau yang akan datang. Resiko merupakan ketidakpastian, seperti halnya bumerang yang tentu saja arah kembalinya tidak dapat diprediksi -selain mungkin atlet bumerang yang menjuarai emas tiga kali berturut-turut di olimpiade suku aborigin tentunya, dia tidak menghitungnya seperti ahli fisika kawan, tapi hanya naluri yang dihasilkan dari latihan setiap hari selama 5 jam-.

‘Hati-hati melemparnya atau anda tidak akan pernah mengetahui kapan kepala anda terantuk benda itu’

Sebuah keputusan bisa menjadi pilihan terbaik abad ini bagi anda atau menjadi bumerang bagi anda sendiri, terantuk kepala anda sendiri, sakit tentunya tapi yang pasti anda telah melakukan pilihan anda sendiri -Banggalah terhadap hal itu, karena tidak semua orang bisa melakukannya-. Masih ingat dengan pengambilan keputusan di dalam sistem pendukung keputusan, intellegence, design, choice dan implementation (anda tidak ingat kawan, hmm.. sama saja juga -mengingat skr dah jam 4 pagi dan saya sangat mengantuk setelah melihat Spanyol dan Rusia, ingat kan semifinal Euro2008- perlu kita kaji bersama, ato tinggalkan saja), pertama kali tentunya pencarian data yang relevan, analisa data yang sesuai dengan kebutuhan, buat langkah tahap keputusan yang akan dihasilkan dan memilih aksi yang akan dihasilkan  dimana pilihan aksi ini dihasilkan saat proses langkah pembuatan dan analisa aksi yang sesuai bagi pengambilan keputusan, the last of course AKSI anda!.

Ingat filososi Bumerang ini, ‘hati2 melangkah kawan, karena setiap langkah anda, maju atau mundur merupakan pilihan hidup anda’

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Posted by on 26 June 2008 in PropagandaPersuasif

 

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Konspirasi Birokrasi Tai Kucing

Kenapa sih selalu disebut ‘Lawan-lawan politik’, bukankah berkawan lebih baik dan sebut saja, ‘kawan-kawan politik, karena didunia satu itu tidak ada kawan. Politik merupakan bagaimana kita memanfaatkan momentum yang ada. Saat momentum itu kita temukan dalam lubang sempit sarang ular atau dalam bau busuk kotodan di dalam tong sampah yang karatan, tidak akan pernah terduga bahwa kawan kita esok hari akan melawan kita. Tidak akan pernah terduga! saat sekarang kita bersulang berdua dan esok hari saat mentari pagi bersinar dan burung-burung gereja bersenandung menyambut pagi, anda akan mendengar dan terkejut seketika saat melihat berita pagi headline news bahwa teman anda kemarin telah membocorkan rahasia penting misi politik anda. WaspadalaH!

Birokrasi,, cara bekerja atau susunan pekerjaan yang serba lamban, serta menurut tata aturan (adat dan sebagainya) yang banyak liku-likunya dan sebagainya. Tidak ada kata efisien bagi pegawai pemerintah, selain hanya terdengar kata biaya administrasi yang bertingkat, berjenjang dan berlevel selayaknay program Wajib Blajar yang didengungkan pemerintah jaman dahulu, berjenjang hingga 9 tahun. Persis sama dengan proses hebat di pemerintahan dengan kode sandi biaya administrasi, bila anda menerima sial bisa sampai 9 tingkatan ke atas. Keren bukan!

Penyebab terbesar dari satu atau serangkaian peristiwa yang seringkali memperdaya, direncanakan diam-diam oleh sekelompok orang-orang atau organisasi yang sangat berkuasa atau berpengaruh dan tentu saja sangat terahasia. Merupakan sebuah Teori Konspirasi umum. Samakah Dengan Kolusi. Sedangkan Kolusi bisa dibilang kerjasama antar beberapa orang individu atau organisasi untuk tujuan dan kepentingan bersama. Sama atau tidak, bukan jadi permasalahan, yang pasti keduanya mengusung tujuan tertentu, untuk kepentingan tertentu, meraih keuntungan dan juga pastinya ada pihak yang akan dirugikan. Banyak teori konspirasi yang mengklaim bahwa peristiwa-peristiwa besar dalam sejarah telah didominasi oleh para konspirator belakang layar yang memanipulasi kejadian-kejadian politik. Trus bagaimana jika ANDA sendiri yang menjadi korban konspirasi Birokrasi Para Penguasa yang Sak Kareppe dhewe? Apa yang akan ANDA Lakuakan? anda mau ke JAM pidsus? MUSTAHIL!!! mereka juga tersandung masalah. Di negeri yang indah ini, melawan birokrasi dengan hukum tidak akan pernah bisa anda menangkan. Karena hukum yang ada pun tidak akan pernah menjamin keselamatan anda. Lagi2, Lindungi diri anda sendiri, tidak ada satu pun organisasi di negeri ini yang bisa menjamin hidup anda selamat, hidup dengan tenang dan membina keluarga yang bahagia.

Next, bagaimana bila birokrasi yang sudah sama sekali mendapatkan keraguan publik, lambat laun mencoba bangkit. Birokrasi dimana cemoohan bertubi-tubi di dapat, dan ANDA sendiri tak mau ikut campur dalam lingkaran setan tuk mengolok2nya juga. Birokrasi dimana terobosan2 dihasilkan yang hasilnya hanya dirasakan beberapa golongan tertentu saja. Birokrasi yang sak kareppe dhewe, sak enake udhele, membuyarkan mimpi2 ANDA, menjegal cita2 ANDA, menghapus janji2 yang telah terucap, menghentikan rencana masa depan ANDA, meremukkan HATI ANDA!!!.

Pertanyaan yang muncul, ‘Bagaimana bisa orang sekejam itu?’. Sebuah konspirasi yang di dalangi diri sendiri sebagai individu dengan perencanaan yang sudah lama dibuat untuk ANDA.

Seharusnya ANDA merasa senang karena birokrasi memerhatikan ANDA, takut pada ANDA, dan mungkin saja masih membutuhkan sentuhan manis dari ANDA.

Tapi sayangnya fokus bukan disitu saja. Tapi akan keTIDAKADILan yang dibuat secara sengaja untuk tujuan pribadi, sebuah keEGOan yang besar, ambisi untuk mengalahkan yang lain, merasa berkuasa, dan ingin selalu di dengarkan dan di patuhi serta tentu saja di takuti, karena POWER yang Birokrasi punyai.

Bagaimana hal ini bisa terjadi? karena hal ini bukan hanya sebuah fatamorgana kehidupan atau aurora yang muncul di kutub. Tapi ini adalah sebuah lenovo affair yang terwujud dalam skala layaknya badan koperasi di dalam unit pedesaan.

Dua kemungkinan yang selalu ada seperti sebuah mata uang koin. Anda memilih kepala atau gambar burung. Pilih mana, karena hal itu akan menjadi pilihan keputusan ANDA yang terbesar. Satu sisi menawarkan sikap pemberontakan yang ekstrim, Hajar! atau anda akan mati duluan tapi disisi lain ditawarkan solusi yang lebih lunak, kooperatif, layani dia (atau bisa sangat buruk dan menjijikkan, jilat dia!), lakukan apa kemauan dia, lebih pahami dan secara naluri cari keuntungan bagi ANDA sendiri.

Dan katakan, “ini POLITIK kawan”

 
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Posted by on 26 June 2008 in PropagandaPersuasif

 

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Ms Project 2003

Ms Project 2003

Buku Microsoft Project 2003 oleh Cornelius Trihendradi yang diterbitkan ANDI Yogyakarta selalu menemaniq pada awal-awal proses TAq yg skr mengalami kegagalan perencanaan. Tenang bos!, jangan gundah gelisah gitu dunk pak, bukan karena buku anda koq, karena faktor teknis yang lain. Klaim ‘Langkah cerdas Merencanakan, Menjadwalkan dan Mengontrol Proyek’ yang dicetak disampul depan buku ini mank bisa diperhitungkan. He3..Buku ini q dapat (hmm…sebenarnya sih pinjem) dari tetangga kamar kosq yang sekarang dah kerja di Sumbawa, sebuah perusahaan kontraktor alat-alat berat, Traxindo. (he3..dia marah2 klo q gak ngerti perusahaannya tu pa, wah sory!). Trims bro ya, dah minum susu kuda binal belum Loe?.

Diawali dengan pengertian tentang Manajemen Proyek, Pemakaian Microsoft Project 2003 dan keterkaitannya dengan siklus hidup proyek. Lalu secara sederhana dan mudah dimengerti sedikit demi sedikit dalam setiap bab-nya memuat fase-fase dalam proyek seperti Perencanaan, Penjadwalan, Pengorganisasian, dan Pengontrolan. Buku yang pas banget untuk pemula sejati. Jadi inget waktu temen gw beli buku ini, q cuman ketawa aja, haiyah buat apa jurusan kapal pake buku itu. He3, ternyata buku ini sekarang gw bawa dan mank bermanfaat juga. Memang Tuhan membuat perjalanan ini sungguh Misterius. Seperti halnya nilai RKSIq yang mendapat D dan tidak dapat q perjuangkan lagi dan membuat rencana-rencanaq gagal total!, Lulus semester ini pun sirna sudah. Tahukan engkau kawan siapa orang yang membuat nilaiq D, tak lain dan tak bukan adalah Dosen Pembimbing TAq sendiri dan sekaligus Kajur jurusanq. (wah!, jadi curhat aq, next time aja in previously topic ja, ok brur..)

 
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Posted by on 21 June 2008 in Mushaf-mushaf Dunia

 

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~Polyanthus tuberosa L~

Diklaim sebagai bunga hias khas dari Meksiko.
Bangsa Astek mengenalnya dengan nama “omixochitl“, “bunga tulang“.
Di India bagian timur khususnya menyebutnya dengan “ratkirani“, “ratu malam“.
Di Persia disebut “Maryam” yang biasanya digunakan untuk menamai anak-anak perempuan mereka.
Di zaman Victoria bunga ini ditanam di dalam area pekuburan. Sedangkan di Hawaii dikenakan oleh para pengantin disana.
Di Singapura disebut “xinxiao” yang artinya tempat ngengat hinggap.
Bau Wangi bunga ini menggambarkan kekomplekan, daya eksotis, manis, dan harum khas bunga.

BungaSedapMalam

Ciri-ciri :
Tanaman berumbi dgn tinggi 0,5-1,4m. Daunnya sebagian duduk pd akar serta sepanjang batang yg tegak dgn garis talang berujung lancip, daun batang lebih pendek dgn pangkal yg memeluk batang, bulir-bulir tegak di ujung tanpa tangkai dgn panjang 20-50cm. Tabung tenda bunga panjangnya 2-5,5cm ke arah ujung melebar, di tengah-tengah bengkok; tajuk sama berbentuk lanset memanjang dgn panjang 1,5cm. Buah kotak bulat memanjang serta kerapkali tumbuh kurang sempurna & kadang-kadang dgn beberapa biji yg baik.

Dan yang pasti BSMq menyukai bunga ini.

Sumber : wikipedia

 
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Posted by on 20 June 2008 in PropagandaPersuasif

 

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-Chapter 4 Drilling Down-

Customer Marketing Basics

No question about it, the constant drumbeat of the CRM
machine over the past several years has confused the heck
out of people. I’ve been doing this stuff for almost 20
years now, and I can tell you it is not as difficult as it
is often portrayed. Sure, you can make it very, very
complicated if you want to. But if you don’t start with
the basics, you’re going to end up wasting a ton of money.

Let’s start simple, shall we?

In this chapter I’m going to explain in a general sense
how High ROI Customer Marketing campaigns and programs
are developed and implemented, and in particular, address
some of the misconceptions people have regarding customer
value-based and relationship marketing techniques. Much
of what is now called “CRM” from a marketing perspective
is based on these fundamental ideas. Remember, CRM is an
approach to managing a business, not a technology. You do
not need to live on the bleeding edge of technology to take
advantage of a customer-based management philosophy.

Generally, CRM / Relationship Marketing / Database
Marketing attempts to define customer behavior and then
looks for variances in behavior. When you hear people
talk about “predictive modeling” or looking for “patterns”
using data mining, they are essentially taking a behavioral
approach using the latest tools. Once you know how
“normal” customers behave, you can do two things with
your business approach:

* Formally document “normal” customer behavior and
internalize it systemically, leveraging what you know
o improve business functionality and profitability.

* Set up early warning systems, triggering events, or
“trip wires” to alert you to customer behavior outside
the norm. This variance in behavior generally signals
an opportunity to take action with the customer and
increase their value – online or offline.

What is most important to measure in CRM is change.
People spend way too much time worrying about “absolute”
numbers, like LifeTime Value – the cumulative value of
the customer now and in the future. What they should
really be looking at is “relative” numbers – change over
time. It’s not nearly as important to know the absolute
or exact value of a customer as it is to know whether this
value is rising or falling over time. Customer behavior
also changes over time, and these changes in behavior
typically precede a change in customer value. That means
if you track these changes in behavior, you can forecast
a change in value, and if you can forecast a change in
value, you can get your campaign or program out there and
do something about it. This is the core idea behind
Relationship Marketing, and these changes in customer
behavior and value over time are called the Customer
LifeCycle. Knowing and understanding the Customer
LifeCycle is the most powerful marketing tool there is;
you will learn how to track the customer LifeCycle and
use it to increase the ROI of your customer marketing
later in the book.

Segments of customers tend to follow similar behavioral
patterns, and when any single customer deviates from the
norm, this can be a sign of trouble (or opportunity) ahead.

For example, if the average new cellular customer first
calls customer service 60 days after they start, and an
individual customer calls customer service 5 days after
they start, this customer is exhibiting behavior far
outside the norm. Is there a potential problem, or
opportunity? Does the customer having difficulty
understanding how to use advanced services on the phone?
Or is the customer happily inquiring about adding on more
services? In either case, there is an opportunity to
increase the value of the customer, if you have the
ability to recognize the opportunity and react to
it in a timely way.

Understand, there is no “average customer,” and a
business will have many different customer groups,
each exhibiting their own kind of “normal” behavior.
The tools available to identify and differentiate
customer segments using behavioral metrics are
discussed at length in this book. For example, the
type of media or offer used to attract the customer
can have a dramatic effect on long-term behavior, and
customers who come into the business on the same media
and offer at the same time will tend to behave in
similar ways over time.

In the cell phone case above, number of days from sign-up
to the customer service call serves as the “trip wire,”
and detects a raising of the hand by the customer, which
should say to the marketer, “I’m different. Pay attention
to me.” It is then up to the marketing behaviorist to
determine the next course of action. Trip wire metrics
like these provide the framework for setting up the
capability to recognize the opportunity for
increasing customer value.

This raising of the hand by customers, and the reaction
by marketers, is the feedback loop at the center of
Relationship or LifeCycle-based Marketing. It’s a
repeating Action – Reaction – Feedback cycle. The
customer raises the hand, the marketer Reacts. The
customer provides Feedback through Action – perhaps they
cancel service, or perhaps they add service. The marketer
reacts to this Action, perhaps with a win-back campaign,
or with a thank you note. It’s a constant (and mostly
non-verbal) conversation, an ongoing relationship with the
customer requiring interaction to sustain itself. It is
not a relationship in the “buddy-buddy” sense. Customers
don’t want to be friends with a company, they want the
company to be responsive to their needs – even if they
never come out and state them openly to the company.

This relationship continues to cycle over and over as
long as there is value in the relationship for both the
customer and the marketer. If the customer takes an Action
and there is no Reaction from the marketer, value begins to
disappear for the customer, and they may defect. When
value disappears for the marketer (the customer stops
taking Action / providing Feedback), marketers should stop
spending incremental budget on the customer.

Notice I did not say “fire the customer” or any of the
related drivel thrown around in some of the CRM venues.
All customers deserve (and pay for) a certain level of
support. The real question is this: for each incremental,
or additional dollar spent on marketing to the customer,
is there a Return On the Investment? If I have the ability
to choose between spending $1 on a customer returning $.50,
and $1.00 on another customer returning $2.00, I would be
nuts not to choose the customer returning $2.00. I have
not “fired” the customer returning only $.50; I have just
chosen not to spend incremental money doing any special
marketing or service programs with them.

Do you see the difference?

In fact, much of the profitability typical of High ROI
Customer Marketing techniques comes from knowing who *not*
to spend on. Most of the decreased profitability in any
marketing program is a result of over-spending on
unsuitable targets with lowered returns. But because
marketers tend to look at results in the aggregate, or
they are looking at demographically-based segments to
measure a behaviorally-based outcome like purchases,
they miss important details. For example, certain
segments in the campaign or program may return $5.00
for each $1.00 spent while others may lose $5.00 for
every $1.00 spent, even though the campaign as a whole
may return $2.00 for each $1 spent. When you are trying to
encourage a customer to buy something, you are looking for
a behavior to occur. To measure the results of such a
marketing campaign using only demographic segmentation
without any behavior-based metrics is misleading at best,
and just plain lazy otherwise. If you are trying to create
behavior, use behavior as your measurement yardstick
to define success.

Why is all of this important to understand?

Customers who are in the process of changing their behavior
– either accelerating their relationship with you, or
terminating their relationship with you – are the highest
potential ROI customers from a marketing perspective. They
represent the opportunity to use leverage, to make the
highest possible impact with your marketing dollar. You
may make some money marketing to customers who are just
cruising along the LifeCycle, acting like an “average
customer.” But when you can predict the likelihood of an
average customer to turn into a best customer, and you
successfully encourage this behavior, or you can reverse a
customer defection before it happens, then there are
tremendously profitable longer-term implications for the
bottom line. You will discover these opportunities by
understanding behavior and setting up trip wires to alert
you to deviations from normal behavior by a customer.

What about all the rest of the customers, those who are
not either accelerating or terminating the relationship?
Leave ’em alone. Whatever background marketing you are
doing (advertising, branding, service campaigns, etc.) is
serving them just fine. High ROI Data-Driven marketing
techniques are best used (and create the highest returns)
when they are used to surgically strike at a trend in
behavior, not when customers are comfortably plodding
along. However, there are not nearly as many comfortable
plodders as you think; in fact, from 40% to 60% of your
customer base is either in the process of accelerating or
terminating their relationship with you right now. So the
real question is this: how do you find out who these
customers are, and take advantage of the situation?

Latency, Recency, RFM, and all the other customer behavior
metrics and models described in the Drilling Down book are
simply tools for recognizing the opportunity to take an
Action in Reaction to the customer raising their hand. If
you don’t have some kind of system to recognize customers
in the process of changing their behavior, you will miss
out on most of the highest ROI customer marketing
opportunities you have. And don’t count on the customer
to e-mail or call you when they’re thinking of changing
their behavior – we both know that is not typically going
to happen. A more likely scenario: they will just stop
taking Action and providing Feedback. And by then, it’s
too late for you to do anything profitable about it. Set
up your trip wires and predict the behavior, folks. It’s
the only way to sense when an average customer is ready to
become a best customer. And reacting to a customer
defection after the fact with a “win-back” campaign is a
truly sub-optimal way to “manage” a relationship.

For example, a win-back program is triggered when the
customer defects. Have you switched long distance or
cellular providers lately? Did you get inundated with
win-back calls begging you to reconsider? “Jim, we just
wanted you to know we have lowered our rates.” Yeah, well,
thanks for telling me after over-charging me for the past
six months! But could they have known I was about to
switch by looking at my behavior?

Sure. If they had looked at the calling patterns of
previously defected customers like me, they would have
seen a common thread in the behavior. These patterns
create the “trip wires” for initiating high ROI marketing
campaigns before the defection. The proper profit
maximizing approach is to wait until I look like I’m going
to defect, and then call me and offer a lower rate before
I defect. I would humbly submit marketing to the customer
after they defect is a sub-optimal approach; the decision
has already been made. If you can market to them when they
appear likely to defect, you optimize your marketing
resources by not applying them too soon or too late in
the Customer LifeCycle.

Based on a national survey, 50% of marketing managers do
not know their customer defection rate, and the other 50%
underestimate the true defection rate. After reading this
shocking statistic, I figured it was time write the book on
using Customer LifeCycles to both track customer defection
and define high ROI opportunities to retain customers
*before* they defect. If you understand the Customer
LifeCycle, you can predict the primary defection points
and react to them before customers leave you. This is the
highest ROI marketing you can possibly do; it’s much
cheaper than “win-back” (after the customer defects,
response is much lower) and preserves the investment and
profits you have in the customer already.

 
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Posted by on 13 June 2008 in pLanet's Language

 

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So CompLicated

Uh Huh, Life’s Like This
Uh Huh, Uh Huh, That’s The Way It Is
Cause Life’s Like This
Uh Huh, Uh Huh That’s The Way It Is

Chill Out Whatcha Yelling’ For?
Lay Back It’s All Been Done Before
And If You Could Only Let It Be
You Will See
I Like You The Way You Are
When We’re Drivin’ In Your Car
And You’re Talking To Me One On One But You’ve Become

Somebody Else Round Everyone Else
You’re Watching Your Back Like You Can’t Relax
You’re Tryin’ To Be Cool You Look Like A Fool To Me
Tell Me

Why You Have To Go And Make Things So Complicated?
I See The Way You’re Acting Like You’re Somebody Else Gets Me
Frustrated
Life’s Like This You
And You Fall And You Crawl And You Break
And You Take What You Get And You Turn It Into Honesty
And Promise Me I’m Never Gonna Find You Fake It
No No No

You Come Over Unannounced
Dressed Up Like You’re Somethin’ Else
Where You Are And Where It’s At You See
You’re Making Me
Laugh Out When You Strike Your Pose
Take Off All Your Preppy Clothes
You Know You’re Not Fooling Anyone
When You’ve Become

Somebody Else Round Everyone Else
Watching Your Back, Like You Can’t Relax
Trying To Be Cool You Look Like A Fool To Me
Tell Me

Why You Have To Go And Make Things So Complicated?
I See The Way You’re Acting Like You’re Somebody Else Gets Me
Frustrated
Life’s Like This You
And You Fall And You Crawl And You Break
And You Take What You Get And You Turn It Into
Honesty
Promise Me I’m Never Gonna Find You Fake It
No No No

Chill Out Whatcha Yelling For?
Lay Back, It’s All Been Done Before
And If You Could Only Let It Be
You Will See

Somebody Else Round Everyone Else
You’re Watching Your Back, Like You Can’t Relax
You’re Trying To Be Cool, You Look Like A Fool To Me
Tell Me

Why You Have To Go And Make Things So Complicated?
I See The Way You’re Acting Like You’re Somebody Else Gets Me
Frustrated
Life’s Like This You
And You Fall And You Crawl And You Break
And You Take What You Get And You Turn It Into
Honesty
Promise Me I’m Never Gonna Find You Fake It
No No

Why You Have To Go And Make Things So Complicated?
I See The Way You’re Acting Like Your Somebody Else Gets Me
Frustrated
Life’s Like This You
You Fall And You Crawl And You Break
And You Take What You Get And You Turn It Into Honesty
Promise Me I’m Never Gonna Find You Fake This
No No No

 
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Posted by on 8 June 2008 in pLanet's Language

 

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Chapter 1 – Laying Plans – The Art of War

[Ts`ao Kung, in defining the meaning of the Chinese for the title of this chapter, says it refers to the deliberations in the temple selected by the general for his temporary use, or as we should say, in his tent. See. ss. 26.]

1. Sun Tzu said: The art of war is of vital importance to the State.

2. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected.

3. The art of war, then, is governed by five constant factors, to be taken into account in one’s deliberations, when seeking to determine the conditions obtaining in the field.

4. These are: (1) The Moral Law; (2) Heaven; (3) Earth; (4) The Commander; (5) Method and discipline.

[It appears from what follows that Sun Tzu means by “Moral Law” a principle of harmony, not unlike the Tao of Lao Tzu in its moral aspect. One might be tempted to render it by “morale,” were it not considered as an attribute of the ruler in ss. 13.]

5. The MORAL LAW causes the people to be in complete accord with their ruler, so that they will follow him regardless of their lives, undismayed by any danger.

[Tu Yu quotes Wang Tzu as saying: “Without constant practice, the officers will be nervous and undecided when mustering for battle; without constant practice, the general will be wavering and irresolute when the crisis is at hand.”]

6. HEAVEN signifies night and day, cold and heat, times and seasons.

[The commentators, I think, make an unnecessary mystery of two words here. Meng Shih refers to “the hard and the soft, waxing and waning” of Heaven. Wang Hsi, however, may be right in saying that what is meant is “the general economy of Heaven,” includi ng the five elements, the four seasons, wind and clouds, and other phenomena.]

7. EARTH comprises distances, great and small; danger and security; open ground and narrow passes; the chances of life and death.

8. The COMMANDER stands for the virtues of wisdom, sincerely, benevolence, courage and strictness.

[The five cardinal virtues of the Chinese are (1) humanity or benevolence; (2) uprightness of mind; (3) self-respect, self-control, or “proper feeling;” (4) wisdom; (5) sincerity or good faith. Here “wisdom” and “sincerity” are put before “humanity or benevolence,” and the two military virtues of “courage” and “strictness” substituted for “uprightness of mind” and “self-respect, self-control, or ‘proper feeling.'”]

9. By METHOD AND DISCIPLINE are to be understood the marshaling of the army in its proper subdivisions, the graduations of rank among the officers, the maintenance of roads by which supplies may reach the army, and the control of military expenditu re.

10. These five heads should be familiar to every general: he who knows them will be victorious; he who knows them not will fail.

11. Therefore, in your deliberations, when seeking to determine the military conditions, let them be made the basis of a comparison, in this wise: —

(a) Which of the two sovereigns is imbued with the Moral law? [I.e., “is in harmony with his subjects.” Cf. ss. 5.]

(b) Which of the two generals has most ability?

(c) With whom lie the advantages derived from Heaven and Earth? [See ss. 7,8]

(d) On which side is discipline most rigorously enforced?

[Tu Mu alludes to the remarkable story of Ts`ao Ts`ao (A.D. 155-220), who was such a strict disciplinarian that once, in accordance with his own severe regulations against injury to standing crops, he condemned himself to death for having allowed him horse to shy into a field of corn! However, in lieu of losing his head, he was persuaded to satisfy his sense of justice by cutting off his hair. Ts`ao Ts`ao’s own comment on the present passage is characteristically curt: “when you lay down a law, s ee that it is not disobeyed; if it is disobeyed the offender must be put to death.”]

(e) Which army is stronger? [Morally as well as physically. As Mei Yao-ch`en puts it, freely rendered, “ESPIRIT DE CORPS and ‘big battalions.'”]

(f) On which side are officers and men more highly trained?

[Tu Yu quotes Wang Tzu as saying: “Without constant practice, the officers will be nervous and undecided when mustering for battle; without constant practice, the general will be wavering and irresolute when the crisis is at hand.”]

(g) In which army is there the greater constancy both in reward and punishment? [On which side is there the most absolute certainty that merit will be properly rewarded and misdeeds summarily punished?]

12. By means of these seven considerations I can forecast victory or defeat.

13. The general that hearkens to my counsel and acts upon it, will conquer: –let such a one be retained in command! The general that hearkens not to my counsel nor acts upon it, will suffer defeat: –let such a one be dismissed! [The form of this paragraph reminds us that Sun Tzu’s treatise was composed expressly for the benefit of his patron Ho Lu, king of the Wu State.]

14. While heading the profit of my counsel, avail yourself also of any helpful circumstances over and beyond the ordinary rules.

15. According as circumstances are favorable, one should modify one’s plans.

[Sun Tzu, as a practical soldier, will have none of the “bookish theoric.” He cautions us here not to pin our faith to abstract principles; “for,” as Chang Yu puts it, “while the main laws of strategy can be stated clearly enough for the benefit of all and sundry, you must be guided by the actions of the enemy in attempting to secure a favorable position in actual warfare.” On the eve of the battle of Waterloo, Lord Uxbridge, commanding the cavalry, went to the Duke of Wellington in order to learn wha t his plans and calculations were for the morrow, because, as he explained, he might suddenly find himself Commander-in-chief and would be unable to frame new plans in a critical moment. The Duke listened quietly and then said: “Who will attack the fir st tomorrow — I or Bonaparte?” “Bonaparte,” replied Lord Uxbridge. “Well,” continued the Duke, “Bonaparte has not given me any idea of his projects; and as my plans will depend upon his, how can you expect me to tell you what mine are?” [1] ]

16. All warfare is based on deception.

[The truth of this pithy and profound saying will be admitted by every soldier. Col. Henderson tells us that Wellington, great in so many military qualities, was especially distinguished by “the extraordinary skill with which he concealed his movemen ts and deceived both friend and foe.”]

17. Hence, when able to attack, we must seem unable; when using our forces, we must seem inactive; when we are near, we must make the enemy believe we are far away; when far away, we must make him believe we are near.

18. Hold out baits to entice the enemy. Feign disorder, and crush him.

[All commentators, except Chang Yu, say, “When he is in disorder, crush him.” It is more natural to suppose that Sun Tzu is still illustrating the uses of deception in war.]

19. If he is secure at all points, be prepared for him. If he is in superior strength, evade him.

20. If your opponent is of choleric temper, seek to irritate him. Pretend to be weak, that he may grow arrogant.

[Wang Tzu, quoted by Tu Yu, says that the good tactician plays with his adversary as a cat plays with a mouse, first feigning weakness and immobility, and then suddenly pouncing upon him.]

21. If he is taking his ease, give him no rest.

[This is probably the meaning though Mei Yao-ch`en has the note: “while we are taking our ease, wait for the enemy to tire himself out.” The YU LAN has “Lure him on and tire him out.”]

If his forces are united, separate them.

[Less plausible is the interpretation favored by most of the commentators: “If sovereign and subject are in accord, put division between them.”]

22. Attack him where he is unprepared, appear where you are not expected.

23. These military devices, leading to victory, must not be divulged beforehand.

24. Now the general who wins a battle makes many calculations in his temple ere the battle is fought.

[Chang Yu tells us that in ancient times it was customary for a temple to be set apart for the use of a general who was about to take the field, in order that he might there elaborate his plan of campaign.]

The general who loses a battle makes but few calculations beforehand. Thus do many calculations lead to victory, and few calculations to defeat: how much more no calculation at all! It is by attention to this point that I can foresee who is likely to w in or lose.

[1] “Words on Wellington,” by Sir. W. Fraser.

reff : www.kimsoft.com

 
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Posted by on 8 June 2008 in pLanet's Language

 

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