Now an army is exposed to six several calamities, not arising from natural causes, but from faults for which the general is responsible. These are: (1) Flight; (2) insubordination; (3) collapse; (4) ruin; (5) disorganization; (6) rout.
Other conditions being equal, if one force is hurled against another ten times its size, the result will be the flight of the former.
When the common soldiers are too strong and their officers too weak, the result is insubordination. When the officers are too strong and the common soldiers too weak, the result is collapse.
When the higher officers are angry and insubordinate, and on meeting the enemy give battle on their own account from a feeling of resentment, before the commander-in-chief can tell whether or not he is in a position to fight, the result is ruin.
When the general is weak and without authority; when his orders are not clear and distinct; when there are no fixes duties assigned to officers and men, and the ranks are formed in a slovenly haphazard manner, the result is utter disorganization.
When a general, unable to estimate the enemy's strength, allows an inferior force to engage a larger one, or hurls a weak detachment against a powerful one, and neglects to place picked soldiers in the front rank, the result must be rout.
These are six ways of courting defeat, which must be carefully noted by the general who has attained a responsible post.
Other conditions being equal, if one force is hurled against another ten times its size, the result will be the flight of the former.
When the common soldiers are too strong and their officers too weak, the result is insubordination. When the officers are too strong and the common soldiers too weak, the result is collapse.
When the higher officers are angry and insubordinate, and on meeting the enemy give battle on their own account from a feeling of resentment, before the commander-in-chief can tell whether or not he is in a position to fight, the result is ruin.
When the general is weak and without authority; when his orders are not clear and distinct; when there are no fixes duties assigned to officers and men, and the ranks are formed in a slovenly haphazard manner, the result is utter disorganization.
When a general, unable to estimate the enemy's strength, allows an inferior force to engage a larger one, or hurls a weak detachment against a powerful one, and neglects to place picked soldiers in the front rank, the result must be rout.
These are six ways of courting defeat, which must be carefully noted by the general who has attained a responsible post.
Translated from the Chinese By Lionel Giles, M.A. (1910)
Discussion:
Following the previous section about discourse between the patient and the physician, this section discusses communication between clinical leaders and common clinicians.Translation:
Now a team is exposed to six several calamities, not arising from natural causes, but from faults for which the clinical director is responsible. These are: (1) Flight; (2) insubordination; (3) collapse; (4) ruin; (5) disorganization; (6) rout.
Other conditions being equal, if a team is hurled against a demand ten times its capacity, the result will be the flight of the former.
When the common clinicians are too strong and their medical officers too weak, the result is insubordination. When the medical officers are too strong and the common clinicians too weak, the result is collapse.
When the higher officers are angry and insubordinate, and on meeting the patients give treatment on their own account from a feeling of resentment, before the chief medical officer can tell whether or not he is in a position to treat, the result is ruin.
When the clinical director is weak and without authority; when his orders are not clear and distinct; when there are no fixes duties assigned to officers and men, and the ranks are formed in a slovenly haphazard manner, the result is utter disorganization.
When a clinical director, unable to estimate the volume and nature of demand, allows an understaffed team to engage a larger one, or hurls an inexperienced detachment against a difficult one, and neglects to place picked clinicians in the front rank, the result must be rout.
These are six ways of courting defeat, which must be carefully noted by the clinical director who has attained a responsible post.
Ray Murakami
Other conditions being equal, if a team is hurled against a demand ten times its capacity, the result will be the flight of the former.
When the common clinicians are too strong and their medical officers too weak, the result is insubordination. When the medical officers are too strong and the common clinicians too weak, the result is collapse.
When the higher officers are angry and insubordinate, and on meeting the patients give treatment on their own account from a feeling of resentment, before the chief medical officer can tell whether or not he is in a position to treat, the result is ruin.
When the clinical director is weak and without authority; when his orders are not clear and distinct; when there are no fixes duties assigned to officers and men, and the ranks are formed in a slovenly haphazard manner, the result is utter disorganization.
When a clinical director, unable to estimate the volume and nature of demand, allows an understaffed team to engage a larger one, or hurls an inexperienced detachment against a difficult one, and neglects to place picked clinicians in the front rank, the result must be rout.
These are six ways of courting defeat, which must be carefully noted by the clinical director who has attained a responsible post.
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