{"id":41194,"date":"2024-09-23T02:41:00","date_gmt":"2024-09-23T06:41:00","guid":{"rendered":"https:\/\/alumni.cornell.edu\/cornellians\/?p=41194"},"modified":"2024-09-20T11:22:59","modified_gmt":"2024-09-20T15:22:59","slug":"marks-peace","status":"publish","type":"post","link":"https:\/\/alumni.cornell.edu\/cornellians\/marks-peace\/","title":{"rendered":"To Promote Peace, I Borrowed a Principle from Martial Arts"},"content":{"rendered":"\n

As I outline in my new book, coming at problems from a non-confrontational stance can be the best way to solve them<\/p>\n\n\n\n

By John Marks \u201965<\/strong><\/p>\n\n\n\n

\n

By nature, I am an impatient person. I yearn for rapid outcomes, both to my personal problems and to the conflicts that are tearing apart the planet. <\/p>\n\n\n\n

In places like the Middle East, the Democratic Republic of Congo, and Burundi, where there was\u2014and is\u2014unspeakable violence, Search for Common Ground<\/a> (the organization I founded and headed for 32 years) was committed to preventing violence.<\/p>\n\n\n\n

Still, my colleagues and I realized that even though we were the world\u2019s largest nonprofit group engaged in peacebuilding, we did not have the power to directly intervene. <\/p>\n<\/div>

\"John<\/figure><\/div>\n\n\n\n

<\/p>\n\n\n\n

Instead, we adopted a strategy based on the Japanese martial art of aikido.<\/p>\n\n\n\n

Aikido emphasizes accepting an attacker\u2019s incoming energy and not trying to counter it with direct force. <\/p>\n\n\n\n

We found that if we took an oppositional, adversarial position to people in conflict, we would be acting like a boxer who tries to reverse the energy flow of an opponent by knocking that person backward by 180 degrees.<\/p>\n\n\n

\n
\"John
With President Bill Clinton.<\/figcaption><\/figure>\n<\/div>\n\n\n

We were convinced that such an approach was not an effective way to achieve our goals. <\/p>\n\n\n\n

Instead, with aikido tactics, we \u201cblended\u201d with problems, accepted them as givens, and tried to divert them by 10 or 15 degrees.<\/p>\n\n\n\n

I tried practicing aikido in the physical sense at a dojo<\/em> (a place where martial arts are taught), but I did not like having my 6\u20193\u201d frame thrown around on a mat. <\/p>\n\n\n\n

\n

If we took an oppositional, adversarial position to people in conflict, we would be acting like a boxer who tries to reverse the energy flow of an opponent.<\/p>\n<\/blockquote>\n\n\n\n

However, non-physical aikido provided me with an important conceptual metaphor in my career as a social entrepreneur\u2014a person whose professional life is dedicated to launching ventures that promote positive change in the world.<\/p>\n\n\n\n

I came to see that the core ideas that underlay aikido were crucial to my success.<\/p>\n\n\n\n

In addition to aikido, I developed 10 other working principles that I believed to be essential parts of social entrepreneurship. <\/p>\n\n\n\n

\"The<\/figure>
\n

I internalized these principles, and they provide the basic framework for my new book, From Vision to Action: Remaking the World Through Social Entrepreneurship<\/em><\/a>, published by Columbia University Press in September 2024.<\/p>\n\n\n\n

They are:<\/p>\n\n\n\n

Start from vision<\/strong>\u2014whatever that vision might be. Mine is to resolve conflict in non-adversarial ways.<\/p>\n\n\n\n

Be an applied visionary<\/strong> able to produce concrete results one step at a time. (Being a pure visionary is probably only useful in starting a new religion or writing a philosophy textbook.)<\/p>\n<\/div><\/div>\n\n\n\n

<\/p>\n\n\n\n

<\/p>\n\n\n\n

To see possibilities, get involved.<\/strong> The lesson here\u2014drawn from a loosely translated quote by Napoleon Bonaparte\u2014is that by engaging in a project, social entrepreneurs will discover paths forward that they otherwise would not have seen, and that they should be prepared to act on.<\/p>\n\n\n\n

Keep showing up.<\/strong> Social entrepreneurs need to stay engaged without dabbling or parachuting. Like a child\u2019s toy windup truck that moves forward until it hits an obstacle and then backs off and finds another way forward, they must be persistent\u2014and adept at finding work-arounds.<\/p>\n\n\n\n

\n

Being a pure visionary is probably only useful in starting a new religion or writing a philosophy textbook.<\/p>\n<\/blockquote>\n\n\n\n

Enroll credible supporters.<\/strong> Social entrepreneurs, by definition, operate outside the proverbial box, so they need to project credibility. Thus, having prominent backers, while not indispensable, can be helpful.<\/p>\n\n\n\n

Expect the unexpected.<\/strong> Social entrepreneurs need to be prepared to deal with high levels of uncertainty. If they find it distressing not to know what the outcome will be, they should probably make a different career choice.<\/p>\n\n\n\n

Make \u201cyes-able\u201d propositions. <\/strong>As Roger Fisher and William Ury wrote in their seminal book, Getting to Yes<\/em>, proposals should be crafted so the recipient says \u201cyes\u201d\u2014to the mutual benefit of both parties.<\/p>\n\n\n\n

\n

Develop effective metaphors.<\/strong> Social entrepreneurs must be able to communicate compelling ideas if they wish to reframe reality. Extended metaphors in the form of captivating stories can play a key role in breaking up\u2014and replacing\u2014deeply held beliefs.<\/p>\n\n\n\n

Display chutzpah<\/em><\/strong> (a Yiddish word meaning extreme self-confidence\u2014or nerve or gall). Social entrepreneurship is definitely not a good fit for those who are timid. Overcoming seemingly insoluble problems usually requires a willingness to take risks.<\/p>\n<\/div>

\"John
With actors Robert Redford (left) and Ben Kingsley at a 2006 awards ceremony.<\/figcaption><\/figure><\/div>\n\n\n\n

<\/p>\n\n\n\n

<\/p>\n\n\n\n

Cultivate fingerspitzengef\u00fchl<\/em><\/strong>\u2014a German word that means having an intuitive sense of knowing at the tip of one\u2019s fingers. This is what one-time basketball star and later U.S. Sen. Bill Bradley was referring to when he said, \u201cWhen you have played basketball for a while, you don\u2019t need to look at the basket. \u2026 You develop a sense of where you are.\u201d<\/p>\n\n\n\n

While I used these 11 principles in nonprofit work, I believe they are also applicable to entrepreneurs in the for-profit sector\u2014and, for that matter, to life.<\/p>\n\n\n\n

A government major in Arts & Sciences, John Marks \u201965<\/strong> co-authored <\/em>The CIA and the Cult of Intelligence<\/a> and <\/em>The Search for the \u201cManchurian Candidate\u201d: The CIA and Mind Control<\/a>. He founded and currently serves as managing director of Confluence International<\/a> and is a visiting scholar at Leiden University.<\/em><\/p>\n\n\n\n

(All images provided.)<\/em><\/p>\n\n\n\n

Published September 23, 2024<\/p>\n\n\n\n

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