Custom tests

LAW_2__34 by user654824

Authority: Know how to use enemies for your own profit. You must learn to grab a sword not by its blade, which would cut you, but by the handle, which allows you to defend yourself. The wise man profits more from his enemies, than a fool from his friends.

LAW_2__33 by user654824

Image: The Jaws of Ingratitude. Knowing what would happen if you put a finger in the mouth of a lion, you would stay clear of it. With friends you will have no such caution, and if you hire them, they will eat you alive with ingratitude.

LAW_2__32 by user654824

Never let the presence of enemies upset or distress you you are far better off with a declared opponent or two than not knowing where your real enemies lie. The man of power welcomes conflict, using enemies to enhance his reputation as a surefooted fighter who can be relied upon in times of uncertainty.

LAW_2__31 by user654824

Mao's strategy of constant conflict has several key components. First, be certain that in the long run you will emerge victorious. Never pick a fight with someone you are not sure you can defeat, as Mao knew the Japanese would be defeated in time. Second, if you have no apparent enemies, you must sometimes set up a convenient target, even turning a friend into an enemy. Mao used this tactic time and again in politics. third, use such enemies to define your cause more clearly to the public, even framing it as a struggle of good against evil. Mao actually encouraged China's disagreements with the Soviet Union and the United States; without clear-cut enemies, he believed, his people would lose any sense of what Chinese Communism meant. A sharply defined enemy is a far stronger argument for your side than all the words you could possibly put together.

LAW_2__30 by user654824

Years later, a Japanese visitor tried to apologize to Mao for his country's invasion of China. Mao interrupted, "Should I not thank you instead?" Without a worth opponent, he explained, a man or group cannot grow stronger.

LAW_2__29 by user654824

Fearing that the Japanese would wipe them out, some Communist leaders advocated leaving the Nationalists to fight the Japanese, and using the time to recuperate. Mao disagreed: The Japanese could not possibly defeat and occupy a vast country like China for long. Once they left, the Communists would have grown rusty if they had been out of combat for several years, and would be ill prepared to reopen their struggle with the Nationalists. To fight a formidable foe like the Japanese, in fact, would be the perfect training for the Communists' ragtag army. Mao's plan was adopted, and it worked: By the time the Japanese finally retreated, the Communists had gained the fighting experience that helped them defeat the Nationalists.

LAW_2__28 by user654824

Mao Tse-tung saw conflict as key in his approach to power. In 1937 the Japanese invaded China, interrupting the civil war between Mao's Communists and their enemy, the Nationalists.

LAW_2__27 by user654824

Without enemies around us, we grow lazy. An enemy at our heels sharpens our wits, keeping us focused and alert. It is sometimes better, then, to use enemies as enemies rather than transforming them into friends or allies.

LAW_2__26 by user654824

As Lincoln said, you destroy an enemy when you make a friend of him. In 1971, during the Vietnam War, Henry Kissinger was the target of an unsuccessful kidnapping attempt, a conspiracy involving, among others, the renowned antiwar activist priests the Berrigan brothers, four more Catholic priests, and four nuns. In private, without informing the Secret Service or the Justice Department Kissinger arranged a Saturday-morning meeting with three of the alleged kidnappers. Explaining to his guests that he would have most American soldiers out of Vietnam by mid-1972, he completely charmed them. They gave him some "Kidnap Kissinger" buttons and one of them remained a friend of his for years, visiting him on several occasions. This was not just a onetime ploy: Kissinger made a policy of working with those who disagreed with him. Colleagues commented that he seemed to get along better with his enemies than with his friends.

LAW_2__25 by user654824

Your enemies, on the other hand, are an untapped gold mine that you must learn to exploit. When Talleyrand, Napoleon's foreign minister, decided in 1807 that his boss was leading France to ruin, and the time had come to turn against him, he understood the dangers of conspiring against the emperor; he needed a partner, a confederate what friend could he trust in such a project? He chose Joseph Fouche, head of the secret police, his most hated enemy, a man who had even tried to have him assassinated. He knew that their former hatred would create an opportunity for an emotional reconciliation. He knew that Fouche would expect nothing from him, and in fact would work to prove that he was worthy of Talleyrand's choice; a person who has something to prove will move mountains for you. Finally, he knew that his relationship with Fouche would be based on mutual self-interest, and would not be contaminated by personal feeling. The selection proved perfect; although the conspirators did not succeed in toppling Napoleon, the union of such powerful but unlikely partners generated much interest in the cause; opposition to the emperor slowly began to spread. And from then on, Talleyrand and Fouche had a fruitful working relationship. Whenever you can, bury the hatchet with an enemy, and make a point of putting him in your service.

LAW_2__24 by user654824

All working situations require a kind of distance between people. You are trying to work, not make friends; friendliness (real or false) only obscures that fact. The key to power, then, is the ability to judge who is best able to further your interests in all situations. Keep friends for friendship, but work with the skilled and competent.

LAW_2__23 by user654824

The problem with using or hiring friends is that it will inevitably limit your power. The friend is rarely the one who is most able to help you; and in the end, skill and competence are far more important than friendly feelings. (Michael III had a man right under his nose who would have steered him right and kept him alive: That man was Bardas.)

LAW_2__22 by user654824

Ingratitude has a long and deep history. It has demonstrated its powers for so many centuries, that it is truly amazing that people continue to underestimate them. Better to be wary. If you never expect gratitude from a friend, you will be pleasantly surprised when they do prove grateful.

LAW_2__21 by user654824

When you decide to hire a friend, you gradually discover the qualities he or she has kept hidden. Strangely enough, it is your act of kindness that unbalances everything. People want to feel they deserve their good fortune. The receipt of a favor can become oppressive: It means you have been chosen because you are a friend, not necessarily because you are deserving. There is almost a touch of condescension in the act of hiring friends that secretly afflicts them. The injury will come out slowly: A little more honesty, flashes of resentment and envy here and there, and before you know it your friendship fades. The more favors and gifts you supply to revive the friendship, the less gratitude you receive.

LAW_2__20 by user654824

The problem is that you often do not know your friends as well as you imagine. Friends often agree on things in order to avoid an argument. They cover up their unpleasant qualities so as to not offend each other. They laugh extra hard at each other's jokes. Since honesty rarely strengthens friendship, you may never know how a friend truly feels. Friends will say that they love your poetry, adore your music, envy your taste in clothes maybe they mean it, often they do not.

LAW_2__19 by user654824

Keys To Power
It is natural to want to employ your friends when you find yourself in times of need. The world is a harsh place, and your friends soften the harshness. Besides, you know them. Why depend on a stranger when you have a friend at hand?

LAW_2__18 by user654824

In a speech Abraham Lincoln delivered at the height of the Civil War, he referred to the Southerners as fellow human beings who were in error. An elderly lady chastised him for not calling them irreconcilable enemies who must be destroyed. "Why, madam," Lincoln replied,"do I not destroy my enemies when I make them my friends?"

LAW_2__17 by user654824

And Sung was finally able to break the pattern of coups, violence, and civil war the Sung Dynasty ruled China for more than three hundred years.

LAW_2__16 by user654824

Instead of relying on friends, Sung used his enemies, one after thee other, transforming them into far more reliable subjects. While a friend expects more and more favors, and seethes with jealousy, these former enemies expected nothing and got everything. A man suddenly spared the guillotine is a grateful man indeed, and will go to the ends of the earth for the man who has pardoned him. In time, these former enemies became Sung's most trusted friends.

LAW_2__15 by user654824

Interpretation
A Chinese proverb compares friends to the jaws and teeth of a dangerous animal: If you are not careful, you will find them chewing you up. Emperor Sung knew the jaws he was passing between when he assumed the throne: His "friends" in the army would chew him up like meat, and if he somehow survived, his "friends" in the government would have him for supper. Emperor Sung would have no truck with "friends" he bribed his fellow generals with splendid estates and kept them far away. This was a much better way to emasculate them than killing them, which would only have led other generals to seek vengeance. And Sung would have nothing to do with "friendly" ministers. More often than not, they would end up drinking his famous cup of poisoned wine.