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.
I am going to deal with several subjects that, in themselves, are already well recognized as within the province of city planning: subsidized dwellings, traffic, city visual design, analytical methods. These are all matters for which conventional modern planning does have objectives and therefore does possess tactics—so many tactics, so well entrenched, that when their purposes are questioned they are generally justified in terms of the conditions laid down by still other tactics (e.g., We must do this for the purpose of getting the federal loan guarantees). We become the prisoners of our tactics, seldom looking behind them at the strategies.