From Warfighting

In Chapter 1, “Words Matter”

War is fundamentally an interactive social process.

Effective communication is fundamentally
an interactive social process.

Clausewitz called it a Zweikampf (literally, a “two-struggle”) and suggested the image of a pair of wrestlers locked in a hold, each exerting force and counterforce to try to throw the other.

War is thus a process of continuous mutual adaptation, of give and take, of move and countermove.

Effective communication is thus a process of continuous mutual
adaptation, of give and take, of move and countermove.

Since war is a fluid phenomenon, its conduct requires flexibility of thought. Success depends in large part on the ability to adapt—to proactively shape changing events to our advantage as well as to react quickly to constantly changing conditions.

Since communication is a fluid phenomenon, its conduct requires
flexibility of thought. Success depends in large part on the ability
to adapt—to proactively shape changing events to our advantage
as well as to react quickly to constantly changing conditions.

It is critical to keep in mind that the enemy is not an inanimate object to be acted upon but an independent and animate force with its own objectives and plans.

It is critical to keep in mind that the audience is not an
inanimate object to be acted upon but a collection of living,
breathing human beings with their own goals, concerns,
needs, priorities, attention spans, and levels of desire
even to be in relationship with us.

From Warfighting

In Chapter 2, “Taking Audiences Seriously”

It is essential that we understand the enemy on his own terms. We should not assume that every enemy thinks as we do, fights as we do, or has the same values or objectives.

It is essential that we understand the audience on its own terms.
We should not assume that every audience thinks as we do,
decides as we do, or has the same values, goals,
or concerns as we do.

We must try to see ourselves through our enemy’s eyes in order to anticipate what he will try to do so that we can counteract him.

We must try to see ourselves through our audience’s eyes in order
to anticipate what the audience will do so that we may adapt our
engagement to secure the desired outcome.

Maneuver warfare attacks the enemy “system.” We should try to “get inside” the enemy’s thought processes and see the enemy as he sees himself so that we can set him up for defeat.

Effective communication focuses on the audience’s worldview.
We should try to “get inside” the audience’s thought processes
and see the audience as it sees itself.

From Warfighting

In Chapter 3, “Words Aren’t Enough”

It is important to recognize that many political problems cannot be solved by military means. Some can, but rarely as anticipated. War tends to take its own course as it unfolds.

It is important to recognize that many business problems
cannot be solved by communication means. Some can, but rarely as
anticipated. Communication tends to take its own
course as it unfolds.

We should base our decisions on awareness rather than on mechanical habit. Rather, we must act on a keen appreciation for the essential factors that make each situation unique instead of from a conditioned response.

We must make our decisions in light of the enemy’s anticipated reactions and counteractions.

We must make our decisions in light of the audience’s anticipated
reactions and counteractions.

We should recognize that war is not an inanimate instrument, but an animate force which may have unintended consequences that may change the political situation.

We should recognize that communication is not an inanimate
instrument, but an animate force which may have unintended
consequences that may change the business situation.

From Warfighting

In Chapter 4, “Speed, Focus, and the First Mover Advantage”

Speed is rapidity of action. It applies to both time and space. Speed over time is tempo—the consistent ability to operate quickly. Speed over distance, or space, is the ability to move rapidly. Both forms are genuine sources of combat power. In other words, speed is a weapon.

Speed is rapidity of action. It applies to both time and space.
Speed over time is tempo—the consistent ability to operate quickly.
Speed over distance, or space, is the ability to move rapidly.
Both forms are genuine sources of competitive advantage.
In other words, speed is a weapon that provides
competitive advantage.

The offense contributes striking power. We normally associate offense with initiative: The most obvious way to seize and maintain the initiative is to strike first and keep striking.

The offense contributes the first mover advantage.
We normally associate offense with initiative:
The most obvious way to seize and maintain the initiative is
to communicate first and keep communicating.

Also inherent [in maneuver warfare] is the need to focus our efforts in order to maximize effects. We must focus effects not only at the decisive location but also at the decisive moment. We achieve focus through cooperation toward the accomplishment of a common purpose. This applies to all elements of the force, and involves the coordination of ground combat, aviation, and combat support services. The combination of speed and focus adds “punch” or “shock” effect to our actions. It follows that we should strike with the greatest possible combination of speed and focus.

Also inherent in effective communication is the need to focus
our engagements in order to maximize effect. We achieve focus
through consistency of message and tone, delivered in a timely way,
across multiple spokespeople and multiple communication channels.
The combination of speed and focus provides maximum impact.
It follows that we should engage stakeholders with the greatest
possible combination of speed and focus.

From Warfighting

In Chapter 5, “Initiative, Maneuver, and Disproportionality”

Minor actions and random incidents can have disproportionately large—even decisive—effects.

In communication, incremental changes or minor events can have
a greater-than-incremental impact on outcomes.

All actions in war, regardless of the level, are based upon either taking the initiative or reacting in response to the opponent. By taking the initiative, we dictate the terms of conflict and force the enemy to meet us on our own terms. The initiative allows us to pursue some positive aim even if only to preempt an enemy initiative. It is through the initiative that we seek to impose our will on the enemy.

All communications are based upon either
taking the initiative or reacting in response to the audience,
adversaries, or the environment. By taking the initiative,
we dictate the terms of discussion and the communication agenda.
It is through the initiative that we seek to influence our audience.

The Marine Corps concept for winning is a warfighting doctrine based on rapid, flexible, and opportunistic maneuver. The essence of maneuver is taking action to generate and exploit some kind of advantage over the enemy as a means for accomplishing our objectives as effectively as possible.

Our concept of effective communication is
based on rapid, flexible, and opportunistic maneuver.
The essence of maneuver is taking action to generate
and exploit some competitive advantage to influence audiences
so as to accomplish our objectives as effectively as possible.

The flux of war is a product of the continuous interaction between initiative and response. Actions in war more or less reflect the constant imperative to seize and maintain the initiative. The initiative is clearly the preferred form of action because only through the initiative can we ultimately impose our will on the enemy.

Communication is a product of continuous interaction between
initiative and response. Effective communication is more or
less the constant imperative to seize and maintain the initiative.
The initiative is clearly the preferred form of action because only
through the initiative can we ultimately impose our will to
influence our audience.

The defense, on the other hand, contributes resisting power, the ability to preserve and protect ourselves. The defense generally has a negative aim: that of resisting the enemy’s will.

The defense, on the other hand, contributes resisting power,
the ability to preserve and protect ourselves. The defense generally
has a negative aim: to avoid losing the
trust and confidence of stakeholders.

From Warfighting

In Chapter 6, “Goals, Strategies, and Tactics: Preparing and Planning”

To influence the action to our advantage, we must project our thoughts forward in time and space. We frequently do this through planning.

To influence our stakeholders to our advantage,
we must project our thoughts forward in space and time.
We frequently do this through planning.

[Planning] does not mean that we establish a detailed timetable of events. We have already concluded that war is inherently disorderly, and we cannot expect to dictate its terms with any sort of precision. Rather, we attempt to shape the general conditions of war.... Through shaping, commanders gain the initiative, preserve momentum, and control the tempo of operations.

Planning does not mean that we establish a
detailed timetable of events. Rather, we attempt to shape
the general conditions under which our communication
will work.... Through shaping, leaders gain the initiative,
preserve momentum, and control the communication agenda.

We should try to shape events in a way that allows us several options so that by the time the moment for decisive operations arrives, we have not restricted ourselves to only one course of action.

Planning plays as important a role in the preparation for war as it does in the conduct of war.

Planning plays as important a role in
the preparation for communication as it does
in the implementation of communication.

Strategy involves establishing goals, assigning forces, providing assets, and imposing conditions on the use of force in the theaters of war. Strategy derived from political and policy objectives must be clearly understood to be the sole authoritative basis for all operations.

Strategy involves establishing goals, assigning resources,
and imposing conditions on the scope of communication.
Strategy derived from business or organizational objectives
must be clearly understood to be the sole authoritative basis
for all communication.

Activities in war take place at several interrelated levels which form a hierarchy. These levels are the strategic, operational, and tactical.

Activities in communication take place at several interrelated levels
which form a hierarchy. These levels are the strategic,
operational, and tactical.

The highest level is the strategic level. Activities at the strategic level focus directly on policy objectives. We distinguish between national strategy, which coordinates and focuses all elements of national power to attain the policy objectives, and military strategy, which is the application of military force to secure the policy objectives. Military strategy thus is subordinate to national strategy. Military strategy can be thought of as the art of winning wars and securing peace.

The highest level is the strategic level.
Activities at the strategic level focus directly on
achieving objectives. We distinguish between business
or organizational strategy, which coordinates and focuses all
elements of a company’s or organization’s resources to
attain its objectives, and communication strategy, which is
the application of stakeholder engagement to secure the
business or organizational objectives. Communication strategy
thus is subordinate to business or organizational strategy.
Communication strategy can be thought of as the art
of winning in the marketplace and securing trust and confidence.

[The strategic level] focuses directly on achieving policy objectives: Winning wars.

The strategic level focuses directly on achieving
business objectives: Winning the marketplace.

[The operational level is] the link between strategy and tactics. The science of winning campaigns. Deciding when, where, and under what conditions to engage an enemy.

The operational level is the link between the strategic level and
tactics. The science of winning campaigns. Deciding when, where,
and under what conditions to engage an audience.

[The tactical level] focuses on winning engagements.

The tactical level focuses on engaging audiences.

The first requirement is to establish what we want to accomplish, when, and how. Without a clearly defined concept of intent, the necessary unity of effort is inconceivable.

The first requirement is to establish what we want to accomplish,
when, and how. Without a clearly defined concept of intent,
the necessary unity of effort is inconceivable.

From Warfighting

In Chapter 7, “Performance: The Physicality of Audience Engagement”

Training programs must reflect practical, challenging, and progressive goals beginning with individual and small-unit skills.

Training programs must reflect practical, challenging, and
progressive goals beginning with individual interpersonal
communication skills and small-group dynamics.

Marine Corps doctrine demands professional competence among its leaders. As military professionals charged with the defense of the nation, Marine leaders must be true experts in the conduct of war.

One of the burdens of leadership is professional competence.
As professionals charged with inspiring trust and confidence,
leaders must be true experts in the persuasive art.

The purpose of all training is to develop forces that can win in combat. Training is the key to combat effectiveness and therefore is the main effort of a peacetime military. However, training should not stop with the commencement of war; training must continue during war to adapt to the lessons of combat.

The purpose of all communication training is to develop the
capacity to build trust, inspire loyalty, and lead effectively.
However, training should not stop when that trust and loyalty has
been won; training must continue throughout a leader’s tenure
in office, to adapt to changing circumstances and needs.

Every Marine has an individual responsibility to study the profession of arms. A leader without either interest in or knowledge of the history and theory of warfare—the intellectual content of the military profession—is a leader in appearance only. Self-directed study in the art and science of war is at least equal in importance to maintaining physical condition and should receive at least equal time.

Every executive has an individual responsibility to become effective
in engaging others. A leader without either interest in or
knowledge of the persuasive art is a leader in appearance only.
Self-directed study in the art and science of stakeholder
engagement is at least as important as other executive tasks,
and should receive appropriate investment of time and effort.

Basic individual skills are the essential foundation for combat effectiveness and must receive heavy emphasis.

Basic individual communication skills are the foundation
for effective leadership engagement, and should
receive heavy emphasis.

From Warfighting

In Chapter 8, “Content: Word Choice, Framing, and Meaning”

War is shaped by human nature and is subject to the complexities, inconsistencies, and peculiarities which characterize human behavior. Since war is an act of violence based on irreconcilable disagreement, it will invariably inflame and be shaped by human emotions.

Effective communication is shaped by human nature and is subject
to the complexities, inconsistencies, and particularities which
characterize human behavior. Since communication is intended to
change the way people think and feel and what they understand,
know, and do, it will invariably be shaped by human emotions.

From Warfighting

In Chapter 9, “Audiences: Attention, Retention, and How Hearts and Minds Work”

Because war is a clash between opposing human wills, the human dimension is central to war. It is the human dimension which infuses war with its intangible moral factors.

Because communication is about human connection,
the human dimension is central to communicating.
It is the human dimension that makes communication possible.
Leaders need to know how humans actually work.

From Warfighting

In Chapter 10, “Putting It All Together: Becoming a Habitually Strategic Communicator”

[Marines] must be individuals both of action and of intellect, skilled at “getting things done” while at the same time conversant in the military art.

Leaders must be individuals both of action and of intellect,
skilled at “getting things done” while at the same time
conversant in communication skills, in winning hearts and minds.