20190116【充实计划】第953期

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做33 war strategies笔记摘要如下：
22.         Know How to End Things: The Exit Strategy
You are judged in this world by how well you bring things to an end. A messy or incomplete conclusion can reverberate for years to come, ruining your reputation in the process. The art of ending things well is knowing when to stop, never going so far that you exhaust yourself or create bitter enemies that embroil you in conflict in the future. It also entails ending on the right note, with energy and flair. It is not a question of simply winning the war but the way you win it, the way your victory sets you up for the next round. The height of strategic wisdom is to avoid all conflicts and entanglements from which there are no realistic exits.
The worst way to end anything—a war, a conflict, a relationship—is slowly and painfully. The costs of such an ending run deep: loss of self-confidence, unconscious avoidance of conflict the next time around, the bitterness and animosity left breeding—it is all an absurd waste of time. Before entering any action, you must calculate in precise terms your exit strategy. Short-term defeat is better than long-term disaster. Wisdom is knowing when to end.
For most of us, the conclusion of anything—a project, a campaign, an attempt at persuasion—represents a kind of wall: our work is done, and it is time to tally our gains and losses and move on. Lyndon Johnson looked at the world much differently: an ending was not like a wall but more like a door, leading to the next phase or battle. What mattered to him was not gaining a victory but where it left him, how it opened onto the next round. What good would it do to win the election of 1937 if he were thrown out of office eighteen months later?
Lyndon know that persuasion is ultimately a process of the emotions: words can sound nice, but if a politician leaves people suspecting him of being insincere, of merely plugging for votes, they will close off to him and forget him.
Understand: in any venture, your tendency to think in terms of winning or losing, success or failure, is dangerous. Your mind comes to a stop, instead of looking ahead. Emotions dominate the moment: a smug elation in winning, dejection and bitterness in losing. What you need is a more fluid and strategic outlook on life. Nothing ever really ends; how you finish something will influence and even determine what you do next. Some victories are negative—they lead nowhere—and some defeats are positive, working as a wake-up call or lesson. This fluid kind of thinking will force you to put more strategic emphasis on the quality and mood of the ending. It will make you look at your opponents and decide whether you might do better to be generous to them at the end, taking a step back and transforming them into allies, playing on the emotions of the moment. Keeping your eyes on the aftermath of any encounter, you will think more of the feeling you leave people with—a feeling that might translate into a desire to see more of you. By understanding that any victory or defeat is temporary, and that what matter is what you do with them, you will find it easier to keep yourself balanced during the thousands of battles that life entails. The only real ending is death. Everything else is a transition.
There are three kinds of people in the world. First, there are the dreamers and talkers, who begin their projects with a burst of enthusiasm. They are emotional creatures who live mainly in the moment; they easily lose interest as something new grabs their attention. Then there are those who bring whatever they do to a conclusion, either because they have to or because they can manage the effort. But they cross the finish line with distincitly less enthusiasm and energy than they had started out. The third group comprises those who understand a primary law of power and strategy: the end of something—a project, a campaign, a conversation—has inordinate importance for people. It resonates in the mind. The issue is not simply finishing what they have started but finishing it well—with energy, a clear head, and an eye on the afterglow, the way the event will linger in people’s minds.
Learn the lesson well: brilliant plans and piled-up conquests are not enough. You can become the victim of your own success, letting victory seduce you into going too far, creating hard-bitten enemies, winning the battle but losing the political game after it. What you need is a strategic third eye: the ability to stay focused on the future while operating in the present and ending your actions in a way that will serve your interests for the next round of war. This third eye will help you counteract the emotions that can insidiously infect your clever strategies, particularly anger and the desire for revenge.

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