•Suppress tendency to
build‑up explicit internal arrangements that hinder
interaction with external
world.
•Instead
•Arrange setting and
circumstances so that leaders and subordinates alike are given opportunity to continuously interact with external
world, and with each other, in order to more quickly
make many‑sided implicit cross‑referencing projections, empathies,
correlations, and rejections as well
as create the similar images or impressions, hence a similar implicit orientation, needed to form an organic
whole.
•Why?
•A similar implicit orientation for commanders and subordinates alike will allow them
to:
–Diminish
their friction and reduce time, thereby permit them to:
–Exploit
variety/rapidity while maintaining harmony/initiative, thereby permit them
to:
–Get inside
adversary’s O‑O‑D‑A loops, thereby:
–Magnify
adversary’s friction and stretch‑out his time (for a favorable mismatch
in friction and time),
thereby:
–Deny
adversary the opportunity to cope with events/efforts as they unfold.