The primary thing when you take a sword in your hands is your intention to cut the enemy, whatever the means. Whenever you parry, hit, spring, strike or touch the enemy’s cutting sword, you must cut the enemy in the same movement. It is essential to attain this. If you think only of hitting, springing, striking or touching the enemy, you will not be able actually to cut him.
The McNamara fallacy, named for Robert McNamara, the US Secretary of Defense from 1961 to 1968, involves making a decision based solely on quantitative observations (or metrics) and ignoring all others. The reason given is often that these other observations cannot be proven.
The fallacy refers to McNamara's belief as to what led the United States to defeat in the Vietnam War—specifically, his quantification of success in the war (e.g., in terms of enemy body count), ignoring other variables.
The bottom line is certainly of concern, both to those seeking profit and to those seeking value, but neither of these can be measured solely by the amount of dollars spent on production or product. The nonquantitative word "quality" conveys countless ways in which a more expensive thing might be more profitable and yet a better buy as well. The advantages of thicker metal in an automobile body can clearly be argued from various points of view, including resistance to denting and even simple snob appeal. Whereas the manufacturer can use these as selling points and also as justification for a higher price tag, the buyer can easily justify spending more for a car that will keep its appearance longer and provide a status symbol.