Analysis of Chinese Idiomatic Strategies Using Habitual Domains and Competence Sets

• Main Authors: Hong, Yun-Lan, 洪韻嵐
• Other Authors: Yu, Po-Lung
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/dbu659

碩士 === 國立交通大學 === 管理學院資訊管理學程 === 102 === It is quite often that “tactics” are coming out of nowhere, at the times when we do not expect them at all, or in places where we normally would not think of. Sunzi said “People who are good at warfare know how to restrict their rival, and not be restricted.” If one wants to restrict and conquest his/her rival, he/she needs to proactively find out and control on the Actual Domains, Potential Domains, and Reachable Domains of the problems involved, and to aggressively influence his/her rivals’ use of their competence sets. With such effort, he/she could surpass the habitual domains (HD) of his/her rivals as to make surprise attack when the opponent is off-guard, and create success. Each one of the thirty-six tactics is named in either four-word or three-word idioms. The name of each strategy can readily reveal the intrinsic meaning of the tactic. The past studies on these idiomatic strategies are usually based on Actual Domains (AD). They made analyses on the actual actions of the tactics. They seldom analyze the transformation and interactions of the competence sets which ever evolves and changes in the players’ Potential Domains. This study uses the classifications compiled by Professor Li (Li, Han-Lin) and Professor Yu (Yu, Po-Lung) on the Sixty-Six Tactics of Chinese Idiom Strategies and Sunzi Bingfa to make analyses the well known Thirty-Six Tactics. Habitual Domain Theory and Competence Sets analysis are the main tools to study and analyze the tactics. We show how the tactics work toward success. Examples drawn from history and/or business cases are used to illustrate the meanings of the tactics and show how to put them to work in our daily lives. In front of challenging decision problems, these tactics and illustrations can reduce decision blinds and allow us to make good decisions.