How Hamas Won – Israel’s Tactical Success and Strategic Failure

Asimismo, Hamás se ha visto reforzada a nivel político. El mismo hecho de que se hayan disparado más de 1.200 cohetes sobre toda la geografía de Israel ha levantado la moral de un sinnúmero de palestinos que quieren justicia y que no la obtienen por la inacción de la comunidad internacional.

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No matter how and when the conflict between Hamas and Israel ends, two things are certain. The first is that Israel will be able to claim a tactical victory. The second is that it will have suffered a strategic defeat.

At the tactical level, the success of the Iron Dome missile defense system has kept Israeli casualties near zero and significantly reduced the material damage from the rockets fired from Gaza. Israel’s ground invasion, launched on Thursday, will also reap rewards. Indeed, it already has: Israeli forces have exposed and destroyed several Hamas tunnels, including some that were intended to allow cross-border activity into Israel and others that facilitated the movement of goods, ammunition, and militants within Gaza itself.

Such tactical achievements should not be minimized. But they do not equal a strategic victory. War, as Clausewitz famously taught, is the continuation of politics by other means. Wars are fought to realign politics in a way that benefits the victor and is detrimental to the loser. But the Israelis have lost sight of this distinction.

In fact, Israel has a history of claiming victory when in fact it has suffered defeat; the October 1973 war is the best example. Israel claimed that it had won because its forces ended their war on the western side of the Suez Canal with Egyptian forces partially encircled behind them. The reality is that Egypt achieved the strategic victory. All along, Egyptian President Anwar al-Sadat’s objective was to seize and hold some territory in order to dislodge stuck political negotiations and, ultimately, recover the occupied Sinai Peninsula for Egypt. Sadat got what he wanted.

Israelis might believe that, even though they are not likely to see a political realignment at the end of this war, at least Hamas won’t have achieved its own strategic objectives. The absence of large numbers of Israeli fatalities, the thinking goes, is a mark of Hamas’ failure. But Israelis are wrong there, too. Killing large numbers of Israelis would be a treat for Hamas, but it is not vital to the group’s definition of strategic success.

Hamas’ strategic objective is to shatter Israel’s sense of normalcy. It is only possible for Israel to exist as a flourishing and prosperous democracy under the garrisoned conditions of persistent conflict when its citizens are able to maintain the illusion that their lives are more or less similar to what they would aspire to have in London, Paris, or New York. With that illusion destroyed, several outcomes are possible, none of which are good for Israel. Despairing of the possibility of peace, small numbers of Israeli Jews may decide to emigrate. More likely is that disagreements over how to handle the Palestinian problem will deepen, sowing discord within Israeli society and undermining the core Israeli narrative based on the justice of Zionism. Cohesion around that narrative has been a key motivating force for making the sacrifices and facing the dangers that life in Israel often entails, including the long, compulsory military service that is a fact of life for most Israeli Jews. Although these internal fissures will not bring Israel to its knees, any erosion of Israeli power — including the power of the population’s will — is a win for Hamas.

Israel has long been eager to thwart the expansion of the influence of Islamist resistance organizations that they see as determinedly more implacable foes. Consider that the first Intifada, from 1987­ to 1993, led to the weakening of the secular Palestinian Liberation Organization (PLO) and to the rise of dangerous and militant organizations such as Hamas and the Palestinian Islamic Jihad. The threat of these Islamist organizations motivated Israeli leaders Yitzhak Rabin and Shimon Peres to bolster the failing fortunes of PLO leader Yasir Arafat and embark on the Oslo peace process, which, had it succeeded, would have been a dead end for Hamas.

Indeed it was the violence of the second Intifada, which destroyed nearly 1,000 Israeli lives between 2001 and 2004 through wave upon wave of suicide attacks in the heart of Israel’s major cities, which caused Israeli citizens’ confidence to buckle and ultimately persuaded them to support a unilateral withdrawal of citizens and settlements from Gaza. They hoped the move would appease Palestinian wrath. It did not.

The persistent, low level rocketing of Israel’s southern cities since Israel withdrew from Gaza has not caused enough disruption in the rest of Israel to bring Hamas any strategic benefits. In other words, Hamas’ attacks on the border cities have not stopped most Israelis from going about their daily business in near-total obliviousness to the political and humanitarian condition of the Palestinians in Gaza.

This new round of violence, on the other hand, has caused enormous disruption. Rockets fired from Gaza have triggered warning sirens in Tel Aviv, Jerusalem, Haifa, Beer Sheva — all of Israel’s major cities — and points in between as well. Those rockets haven’t killed any people thus far, but they have sent almost everyone scrambling for shelter several times a day and shattered the illusion that what happens “there” does not affect life “here.”

That would be enough for Hamas to declare victory. But the group has been racking up additional strategic benefits as well. First, the disproportionate number of casualties in Israel and Gaza has made Israel appear, at least to many Western eyes, as the aggressor, even though Hamas shot first this time around. Second, the Iron Dome has made covering the story within Israel boring for outside journalists. “Rocket goes off, rocket gets intercepted, life goes on” is not an exciting story. Israel’s retaliations, which level Gaza’s unreinforced buildings and leave behind mangled bodies, sell more newspapers. And so, the world has focused on Gaza. Israel’s friends may bemoan that as unfair — Israel is being punished for successfully defending its citizens, while Hamas leaves its own vulnerable. But that misses the point. War is not an exercise in fairness, but in the attainment of strategic objectives.

And, on that score, Hamas has already won. It has shattered the necessary illusion for Israelis that a political stalemate with the Palestinians is cost-free for Israel. It has shown Israelis that, even if the Palestinians cannot kill them, they can extract a heavy psychological price. It has also raised the profile of the Palestinian cause and reinforced the perception that the Palestinians are weak victims standing against a powerful aggressor. Down the road, that feeling is sure to be translated into pressure on Israel, perhaps by politicians and certainly by social movements whose objective is to isolate Israel politically and damage it through economic boycotts.

There are still those who will fantasize that this defeat will come with the same silver lining as Israel’s loss in 1973. Although Sadat’s attacks on Israelis in the Sinai shattered the feeling of invincibility that Israelis had nurtured since the end of the 1967 war, the war at least resulted in the Camp David accords and a durable, if cold, peace that has underwritten Israel’s regional security since the late 1970s. Perhaps Hamas’ strategic victory in this conflict will yield similar dividends for Israel down the road. However, such an outcome seems quite unlikely. Sadat had concrete objectives, namely the re-opening of the Suez Canal and the return of the Sinai Peninsula to Egypt — objectives that were reconcilable with Israel’s own needs. Hamas, on the other hand, calls for Israel’s elimination, an objective that leaves scant room for negotiation.

In the end, this round will go to the Palestinians, as did the previous major round of fighting in 2008. Focusing on tactical success should not blind Israel to the dangers it faces from these repeated strategic defeats. There is not much that Israel can do to change Hamas’ behavior. What it must do, however, to prevent Hamas from capitalizing on its strategic success is to remind contemporary Israelis of what their early leaders knew all too well. As Moshe Dayan, an Israeli army chief of staff and later defense minister, said, ‘‘We know that in order for their [the Arab] hope of annihilating us to die away, it is incumbent on us — morning and night — to be armed and ready.” The challenge for Israel is to maintain that state of readiness while at the same time making the humane and appropriate choices that ensure its security, enhance Israel’s attractiveness as a strategic and commercial partner for Western nations, and maintain its internal social cohesion over the long haul. This trifecta may seem impossible, but the first 19 years of Israel’s national existence suggest otherwise.

En: foreignaffairs

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10 Ways You’re Killing Your Credibility

La credibilidad es la cualidad de ser creíble y hace referencia a la capacidad de ser creído. No está vinculado a la veracidad del mensaje, sino a los componentes objetivos y subjetivos que hacen que otras personas crean (o no) en dichos contenidos. Para tener credibilidad, la persona o la información deben generar confianza.

Un individuo puede estar diciendo la verdad sin que nadie le crea. En cambio, otro sujeto puede mentir mientras sus interlocutores creen que dice la verdad. Esta diferencia está vinculada a la credibilidad de las personas y a su capacidad para convencer al prójimo.

Es importante tener en cuenta, de todas formas, que la credibilidad suele estar estrechamente relacionada con la verdad. La persona que ha demostrado que transmite la verdad, gana credibilidad; en cambio, quien es sorprendido con mentiras, difícilmente logre construir credibilidad.

El siguiente artículo de Inc. Magazine nos indica las 10 maneras en que comunmente tiramos por la borda nuestro crédito o reputación.

Credibility is everything in the business world. It’s hard to build but easy to destroy. And your success depends on it.

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In the business world, your credibility is everything. It tells people whether they can count on you. It tells your customers, employees, bosses, and coworkers what they can expect from you. Whether they can trust you or not.

Over time, that becomes your reputation. It becomes one of the most important factors in determining how far you go in your career. How successful you’ll become.

It’s not rocket science, so let’s not complicate things. Your credibility is largely a function of the perceived gap between what you say and what you do. If your actions match your words, you might go places. If they don’t, look out below.

Credibility is a powerful thing, not just because it has so much impact on your future, but also because you have so much control over it. With rare exception, it’s more or less in your hands. And here are the biggest pitfalls you need to avoid.

Having all the answers. Some people act like they know everything. They can never, ever be wrong. They just have to show how smart they are. Funny thing is, really smart, experienced people know how much they don’t know. And those people will see right through you when you act like a know-it-all. (El sabelotodo: Actúan como si supiesen de todos los temas, pero demuestran su inseguridad al no saber mucho sobre el que estan trabajando).

Overpromising and under-delivering. Remember Facebook’s initial public offering, the most overhyped IPO in history? Look how that turned out. It was a complete disaster. Now Zuckerberg and company have to work that much harder to win back their credibility. It’s okay for goals to be reasonably aggressive. But when you’re making a commitment, make sure you do what you say you’re going to do. Simple as that. (No prometer más de lo que pueda dar: Sólo asegúrese de hacer lo que ha dicho que va a hacer, ni más ni menos).

Flat out lying. We all occasionally have to spin, pivot, deflect, or redirect. That’s fine. But for God’s sake, never ever flat out lie. It’s not about morals or ethics. It’s purely pragmatic advice. When you get caught, and you will, it’ll ruin your credibility. That’s why none of us trust our politicians anymore. (Mentir descaradamente: No lo haga por favor, es un consejo muy práctico. Sólo los políticos tienen licencia para ello).

Filling the air with feel good fluff. It’s good to inspire people. And it’s okay to be optimistic about the future. But if you’re going to be Mr. Feel Good, then you’d better deliver. I can think of a whole string of CEOs who destroyed their reputations by spewing feel good fluff and failing to deliver. They’re no longer CEOs. Starbucks CEO Howard Schultz, on the other hand, said he could turn the company around, even in a recession. And he did. That’s credibility. (No crear un ambiente exageradamente prometedor, bueno o excelente, salvo que usted pueda demostrarlo solo).

Trying to be something you’re not. I see it all the time, all over Silicon Valley: people dressing, speaking, or acting like they’re Steve Jobs or Barack Obama. If you’re so uncomfortable in your own skin that you have to put on somebody else’s, then folks will think you don’t have much going on under the hood. It shows that you lack self-confidence. Be the genuine you, flaws and all. You can work on becoming the best version of you without trying to be something you’re not. (Tratar de ser algo que no es: en vestimenta, forma de hablar, incluso querer parecerse a un gurú de la tecnología, del éxito y demás. Crea en usted mismo).

Being too politically correct. Ever hear someone trying too hard to be politically correct? It’s painful to listen to, like they have to parse and process every word to make sure they’re not offending someone. It takes them forever to make a point. It comes out sounding choppy and disingenuous. It’s far better to be genuine and straightforward than to sound like you’re pandering and afraid to speak your mind. (El políticamente correcto: En efecto, esa persona que busca la palabra correcta para no ofender a nadie, nuevamente, sea usted mismo).

Telling people what they want to hear. Some people are yes-men. They sugarcoat the truth and tell people what they think they want to hear. They’re also slippery. They change their story based on whoever’s in the room. Holding them accountable is like throwing darts at Jell-o. Those people have zero credibility. It may work in government bureaucracies, but not in well-run businesses. (Decirle a la gente lo que quiere oir: Esto va para los aduladores, franeleros y que no se atreven a decir en algún momento: “No Cheñó”).

Being condescending. If you talk down to people and treat them like children it doesn’t reflect well on you for all sorts of reasons. First, people will think you’re a jerk. And nobody trusts or wants to work with a jerk. Second, the only people that will respect you are the ones who don’t get it, and those people rarely play decision-making roles. Makes sense, doesn’t it? (Ser condescendiente: Eso sólo hará que seas el que cae bien por ser bueno. Nada que ver, no te podrían ver como bueno, sino mas bien como un tonto).

Being defensive. Funny thing is, when you tell people they’re being defensive, 9 times out of 10 they say they’re not. Then they go right on being defensive, overly sensitive, or thin-skinned. If you can’t take criticism or conflict, if you have trouble openly debating issues without taking it personally, nobody will trust your abilities to make solid decisions, manage, or lead. (Estar a la defensiva: Por favor, sea más receptivo con las críticas, especialmente si son constructivas, las criticas del amigo van para la calle, las laborales van para el trabajo).

Having no sense of humor or humility. One of the biggest mistakes leaders make is being full of themselves or self-important. It’s generally a sign of immaturity and that hurts their credibility. With experience comes wisdom, and with wisdom comes the knowledge that the world doesn’t revolve around you and you’re not nearly as smart or important as you thought you were when you were younger. That’s why humor and humility are such important leadership traits. (No tener sentido del humor ni humildad: Es  bueno tener simpatía y crear un ambiente en el que, de vez en cuando, tanto usted como sus compañeros se pueda relajar con una que otra broma, comentario o chiste; asimismo, si tuvo un error, no se atormente, ríase de sus errores, le ayudarán a crecer y si los ve con humor será mucho mejor. No sea un Don Pésimo).

Look, credibility is serious stuff. It’s your reputation. It follows you wherever you go. It’s hard to build but easy to destroy. Don’t take it for granted. If you’ve got some chronic issues, get to work on them now, before you do some things you can’t undo.

En: Inc. Magazine