When I was younger, my training made a sharp distinction between the martial side of martial arts and the arts side of it. Many modern interpretations have shed their martial roots and embraced the artistry of combat. You see it in movies, in competitions, and in the philosophies pushed forward by artistic schools.
One could argue that this is the “modern” way of preserving the tradition. There’s some truth to that—but I’d counter that by emphasizing artistry, we risk losing the most important lessons martial disciplines have to offer.
Those lessons, rooted in martial science, have specific, tangible applications for life and career. Especially in IT.
Attention — From Art to Science
In my circles, we often used the phrase martial science rather than martial arts. It was a deliberate choice to embrace a systematic, evidence-based approach to combat. It’s the same way the military approaches engagement: not focusing on what looks pretty, but on what works.
As I matured, I came to think of it as combat engineering. Like any other engineering discipline, there are rules. And those rules apply not just to physical combat—but to leadership, technology, and business.
Meaning — The Rules of Combat Engineering
A few key principles from martial science that map directly into IT and leadership:
- Keep it simple. An engagement is not the place to invent something new. Go in prepared, but stay adaptable.
- Build patterns and systems. Under stress, you revert to muscle memory. In IT, you revert to playbooks, checklists, and culture. Repetition creates reliability.
- Apply knowledge in multiple ways. Leverage what you already know by adapting it to new contexts. Simplicity for you creates resilience under pressure.
- Understand the body. In combat, that’s the human body; in IT, it’s the “body” of your system, your business, or your team. Know its strengths and weaknesses.
- Test and practice. Failure is inevitable—better in training than in the field. Push limits before the real fight so you’re ready when it matters.
Purpose — The Parallel in IT
In my world, the “martial artists” are like IT professionals with endless certifications but little practical experience. They know the theory and the aesthetics, but when pressure mounts, they crumble. Art is subjective. Science is not.
But there’s a danger on the other side too: those with mountains of experience but no broader perspective or discipline. They can act without alignment, without seeing the bigger picture. That’s just as dangerous.
The real value lies in balance—combining science and experience, discipline and adaptability, artistry and engineering.
Lessons — What Martial Science Teaches IT Leaders
- Repeat until automatic. Incident response should be as drilled as a fighter’s guard.
- Value clarity over flair. Elegant architecture means nothing if it fails under stress.
- Balance experience and framework. Certifications aren’t enough, but neither is “street smarts” without context.
- Train harder than you fight. If your projects or outages are harder than your rehearsals, you didn’t prepare correctly.
Framework — Combat Engineering for IT
When approaching IT challenges, I use the same mindset I learned on the mat:
- Orient: What’s the situation? Who’s the opponent, what’s the terrain?
- Simplify: Strip away distractions, focus on what works.
- Pattern: Use proven processes under pressure.
- Test: Iterate, push, learn—before the stakes are highest.
- Adapt: No plan survives first contact. Stay fluid.
Inspiration — Beyond the Fight
Martial science taught me that combat isn’t always physical. In IT, in leadership, in business, “combat” is any mission-critical engagement where stress is high and stakes are real.
The lesson is simple: don’t be fooled by the art when it’s the science that saves you. Winning isn’t about flash—it’s about effectiveness, balance, and preparation.
Whether in the dojo or the data center, those who train systematically, think like engineers, and respect both science and experience are the ones who endure. And enduring, in the end, is its own kind of victory.