Becoming the Enemy
This interpretation of Musashi urges absolute confidence and treating oneself as the enemy’s enemy. It rejects acknowledging an opponent’s superiority; the examples and prompts examine how that stance can also create strategic blind spots.
THE IDEA
BECOMING THE ENEMY
Denigrate the enemy constantly and with great spirit. Do not acknowledge the possibility that the enemy is stronger than you are. Do not accept the possibility that the enemy is smarter than you are in any way whatsoever. If you are aware of the Way of the warrior, you are aware of the Way of the warrior. The Way of the warrior does not permit you to accept an inferior position to anything.
You are either the best or you are not the best. If you are, then you will win; if you are not, then you will lose. There is nothing to argue about here. You must also remember your level of understanding. This falls into the area of knowing yourself as well as knowing the enemy. To become the enemy, see yourself as the enemy of your enemy. If you understand strategy, you will know how to beat the enemy. Think this over until it is clear in your mind.
When to use it
In a competitive negotiation, maintaining an absolute belief in your position can prevent concessions and strengthen your bargaining stance.
In sports, coaches may use this mindset to motivate players to ignore the opponent's reputation and focus on their own performance.
Reviewing a startup pitch to distinguish confident presentation from claims about competitors that due diligence may contradict.
In personal conflict, this approach could prevent compromise and escalate disagreements, reinforcing an adversarial relationship.
FROM THEORY TO EVERYDAY LIFE
In practice
Military Command
A commander facing a numerically superior enemy refuses to accept that the enemy has better tactics, instead focusing only on perceived weaknesses. This psychological stance might boost troop morale but could lead to strategic blunders if the enemy's strengths are ignored.
Sales Competition
A salesperson convinces themselves that a competitor's product is inferior in every aspect, even when evidence suggests otherwise. This allows them to pitch with unshakeable confidence, but it may backfire if the customer discovers the competitor's advantages.
A MOMENT TO REFLECT
Put it to work.
How might this heuristic lead to overconfidence or strategic blind spots in real-world scenarios?
When is it appropriate to acknowledge an enemy's strengths, and how does that differ from this advice?
Can you think of a historical or personal situation where denigrating the enemy ultimately backfired?
CONTINUE THE CONVERSATION
Source texts
- Musashis book of five rings the definitive interpretation of Miyamoto Musashis classic book of strategy (Kaufman, SteveMiyamoto, Musashi)