Specific Moments for the Surprise of Momentum
"If your position is everywhere, your momentum is zero." Douglas Hostadter
The momentum created by surprise can be used to overcome inertia in all its forms, but, as we discussed in this article, all momentum fades quickly unless powered by new surprises. Momentum tends to shift from one competitor to another because humans are endlessly creative. Necessity is the mother of invention because when one person gains momentum, others work to get it back.
This endless creativity is why Game Theory only applies in general ways to human competition. Game Theory relies upon the game only allowing certain moves. In the game of life, we can all invent new moves as we go along. Unfortunately, many of us don’t do this. Instead of getting ten years of experience over a decade, we get one year of experience repeated ten times. There is even a tendency for many of us, once we have gotten out of a rut, to slip back into it again because it is comfortable.
The Right Moment
There are many types of situations when we need the stimulation created by momentum. Sometimes, we need to stimulate others, but other times, we need to stimulate ourselves. In picking when to release the surprise that creates momentum, we need to know who we are trying to motivate. There are important pressure points at which momentum is most valuable. Generally, we say that the best point of time for doing the new things is when the old thing is the most expected.
We can only do something unexpected when a surprise is allowed. There are always two sides to the coin of surprise. One side of that coin is doing something new. However, on the other side of the coin is not doing something old and expected. Both sides are necessary and they cannot be separated. We cannot do a new thing without stopping, at least for the moment, doing an old one. Over the long run, we can add many, many new things, but our ability to do that relies upon us stopping many old ones often forever.
The problem is that—sometimes, often, occasionally or usually, depending on the ground—we are not allowed to stop doing the expected thing because of the “rules of the ground.” Though we can always invent new moves in the game of life, it doesn’t mean that the game doesn’t have rules. It has lots of different rules, depending on the ground we are on. Some areas of competition are so bound up in rules that we are very constrained in our behavior. For example, if we are trying to get a loan from a bank, say, to buy a new house, we have to jump through a specific series of hoops. A surprise during such a process is less likely to add to our momentum than kill it.
But we have to be honest about what is holding us back. Is it really the rules of the ground? Or is it our own fear of doing something out of the ordinary, something that will make us stand out? Sometimes we don’t know what the real limits are unless we challenge them. I have found that when we are new to some area, we can often make surprising progress because we are not as trapped by “common practice” as those with more experience.
Some Specific Moments
Though I cannot describe every situation in which the surprise that gives us momentum is useful, I can use nine common competitive to illustrate how it can be used in different ways at different time.
When we are threatened by a larger, more powerful opponent.
We use surprise and speed to threaten specific points where they are vulnerable, supporters, reputation, or other resources, or that their position depends upon. (See this earlier article.)
When we are making fast progress in advancing our position.
We use surprise by not stopping. People expect us to rest, consolidate, or enjoy what we have gained. We don’t do it. (See this earlier article.)
When we are in a zero-sum contest against specific rivals.
We use surprise by playing a bigger game that is not zero-sum one, supporting our rivals instead of attacking them. (See this earlier article.) (See this earlier article.)
When everyone is searching for the best practices.
We use surprise by ignoring common practice. Instead, we try things that no one else is doing. (See this earlier article.)
When the competitive arena is confused by different but competing specialties.
We stop focusing on our own particular specialty and work to create an alliance bringing together different alternatives. (See this earlier article.)
When our supporters grow bored with investing in us.
We use surprise to redefine that value that we can produce for them. (See this earlier article.)
When we run into barriers that slow our progress.
We find a surprising path around, over, or through those barriers. (See this earlier article.)
When our opponents know what we must do and work against it.
We must use surprise to do something completely different than what is expected. (See this earlier article.)(
When our ability to make progress risks resources we need to maintain our position.
We surprise others by risking our position rather than accepting stagnation. (See this earlier article.)
Conclusion
After reading this article, it occurs to me that I am representing surprise and innovation as the way forward in every situation. That may well be true. After all, it wouldn’t develop into a “situation” if our standard methods were working. There may be some situations where winning momentum wouldn’t help, but I can’t think of what they might be.
"A commander provides what is needed now.
This is like climbing high and being willing to kick away your ladder.”
Sun Tzu's The Art of War 11:5:12-13
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