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Instead, It is best to approach dialogue with no result in mind, but with the intention of developing deeper inquiry, wherever it leads you For Isaacs, the aim of dialogue is to create a setting where conscious collective mindfulness could be maintained We admire the endurance of GS Technologies, but how many companies will spend a year in 3-hour meetings that mostly go nowhere, on purpose Yet Isaacs gives clues for bringing dialogue into the art of what works His no result in mind comes close to von Clausewitz s presence of mind And mindfulness comes right out of Zen, as another term for wei wu wei So what you need to do is put dialogue in motion Don t tell people to slow their mind s hearing, or to observe the team s thoughts Tell everyone that you re meeting to throw your expert intuition together.

All of you report what you think is the problem and any solutions that you have in mind You try to understand one another s views, not to arrive at a common one You re looking for a problem that almost everyone can see how to solve Don t say, You re wrong Here s the right way to look at it Say instead, I see what you mean Here s another way to look at it Spend an hour at most Then let everyone chew on what you heard Next week, do it again You ll find that the search goes faster You cut to the chase, because you already know where everyone stands..

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expert intuition in studies of business strategy. Other factors are easier to identify and explain.6 The elusive nature of expert intuition makes von Clausewitz stand out for his great achievement in pinning down the essence of strategy. It also helps us see why his achievement is still so poorly understood today. Expert intuition is easy to misunderstand or to miss completely. And even when von Clausewitz understood it, he struggled to find the words to explain it. So you can read von Clausewitz and miss it too unless you know what to look for.

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On War by von Clausewitz was the first full scholarly study of strategy, but it was not the first best-seller on the topic. That distinction goes to Antoine Jomini s Summary of the Art of War.7 Jomini s book came out in 1838, six years after On War. For the next 50 years, Jomini won out over von Clausewitz in the world s military academies. There are four reasons for Jomini s success. First, he was a French-speaking Swiss who served on Napoleon s staff. That meant he was rightly able to claim inside knowledge of Napoleon s strategy. Von Clausewitz, a Prussian, fought on the other side. Second, Jomini wrote in French, the language of most of the literature on Napoleon, including Napoleon s own sayings and writings. Von Clausewitz wrote in German. Third, Jomini wrote in a simple, elegant style. Von Clausewitz wrote in the dense, ponderous style of German academics of the day, in the intellectual tradition of Immanuel Kant. Fourth, Jomini told a simple story of Napoleon s success. It made sense to the reader. If you wanted to use Napoleon s strategy, Jomini s advice was easy to follow. Von Clausewitz made everything complicated. He gave no step-by-step method for following Napoleon s strategy yourself. Jomini s book is worth some study, because it stands out as the first scholarly work in the strategic planning school of strategy.

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Also, the contrast between Jomini and von Clausewitz continues to this day. In his book, Jomini states that strategy is the art of making war on the map, the art of taking in the whole theater of war. He lists what strategy thus includes :

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