Teaching diplomacy at the University of Oxford • Former Ambassador • Author
One of the fundamental principles of modern experiential learning and practice-oriented training was recognised long ago, perhaps as early as two thousand years ago.
As a saying often attributed to Confucius puts it:
“I hear and I forget. I see and I remember. I do and I understand.”
Diplomatic judgement is the ability to determine not only what action is possible or desirable, but what action is appropriate, proportionate and strategically wise in a particular situation.
A good diplomat knows what can be said. A wise diplomat knows what should be said and what is better left unsaid
If people spoke only about what they knew, they would have to remain silent most of the time.
When we think or talk about strategy, we usually think big. A country has a foreign policy or economic strategy. A company has a financial or business strategy. There are strategies for conducting a war, entering a new market, or working with clients. Strategy is usually associated with big-picture thinking, important goals, and a relatively long time horizon.
But we also use the word on a much smaller scale. A football team has a strategy for a match. A tennis player has a strategy for playing an opponent. A boxer has a strategy for a fight. And these strategies may change during the match, set, or round.
So how far can we reduce the scale and still speak of strategy? Can there be a strategy for a five-minute conversation? For an unexpected encounter with someone? For opening a door? Even for saying “Hello”?
At first, this sounds absurd. Surely opening a door is an operation, not a strategy. Saying “Hello” is simply an action. Usually, yes. But imagine unexpectedly meeting an old colleague with whom you have a difficult relationship. In a few seconds, you have choices. Do you approach or wait? Smile or remain formal? Shake hands or simply nod? Stop for a conversation or keep moving?
Something meaningful may be at stake. There is uncertainty. There is a challenge. There are choices. And you need an approach. The encounter may last only thirty seconds, but the situation can still be strategic.
This suggests that the scale of strategy is not necessarily measured in years, kilometres, money, or numbers of people. Strategy does not always require a big situation. It requires a strategic situation.
And perhaps strategy begins when a meaningful goal meets a challenge, creates a choice, and calls for a deliberate approach. The action may be tiny. The thinking behind it may be strategic.
#strategy #goal #situation #uncertainty #challenge #choice
Today is Teachers’ and Mentors’ Day in Uzbekistan, an official holiday celebrating those who teach and support students’ learning and their professional and personal growth.
I received a lovely surprise: I was awarded the “Excellence in Higher Education” honorary badge by Uzbekistan’s Ministry of Higher Education, Science and Innovation.
I am grateful for this recognition of my work and especially grateful to the University of World Economy and Diplomacy for nominating me.
Warm congratulations to fellow teachers and mentors on this special day!
The endless way could end only in the traveler’s mind.
Endless improvement leads to ultimate deterioration.
Sometimes the best strategy is not acting at all.
Once I wrote a text and asked AI to edit it. AI returned a blank page. I thought: something is wrong. A technical malfunction? Machine overheating? Who knows.
I asked again. Silence. A little later—a new blank page.
What is going on? All right. Tomorrow.
The first thing I did the next morning was reread my text. It wasn’t perfect. There were rough spots. But it had something genuine. In fact, I liked it.
After thinking for a moment, I opened AI again and… quietly thanked it for not editing my text.
I thought I heard it sigh with relief.