Strategy (8 page)

The power and prestige of Athens had grown as a result of its leadership of the successful Greek resistance to Persia, although it was not particularly growing prior to the war. It had turned the loose collection of mutually supportive city states that worked with Athens into a more controlled alliance. This, however, created its own vulnerability as Athenian hegemony became increasingly unpopular. Pericles, who consolidated his authority as Athens's statesmen in 461 BCE, had concluded that it was a sufficient challenge to manage the existing empire without seeking to expand the League further. Sparta had acknowledged this restraint. After a war that lasted from 460 to 445 BCE, the two had agreed to the Thirty Years' Peace. Since that treaty, Pericles had avoided provoking Sparta, a fact noted and accepted by Sparta. It had neither taken an aggressive stance nor made exceptional preparations for war.

The reason why the question of the relationship between the two had come back into play was because of the complications of alliance. A coalition was an obvious benefit for a weaker power wishing to get stronger, but an alliance for a power that was already strong could be a mixed blessing because it could raise expectations and generate obligations while adding little in return. The members of the coalition might agree on a common enemy but little else. Furthermore, the measures taken by Athens to make sure that it did benefit from the Delian League, including contributions to the Athenian treasury and navy, generated resentment. As the Persian threat declined, the resentment increased and Athens became tougher, demanding that their allies become more Athenian, including more democratic. The Spartans, by contrast, showed little interest in the internal affairs of their allies. The position Pericles was trying to sustain was therefore precarious. The empire was of great value to Athens, but the city states were restless.

For different reasons, the Peloponnesian League was also restless. Sparta was being pressed by one of its most substantial allies, Corinth, to take a harder line with Athens. Corinth had its supporters, including Megara, which had its own grievance as a result of the “Megarian Decree” that denied its produce access to Athenian markets. The reason Megara was demanding a push against Athens was because it was in dispute with Corcyra, which had become an obstacle to its own expansion. Corcyra had sought to protect its position by seeking naval support through alliance with Athens. If Athens had resisted, war might have been avoided, but instead an awkward compromise emerged. An alliance would be formed but it would only be
defensive. Donald Kagan notes the curiosity in Thucydides's presentation of the issue to his fellow Athenians. He was probably present at these debates, yet he abandoned his normal practice of providing full reports of speeches presenting alternative points of view.
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Kagan concludes that he did so because further elaboration would have made it clear that the decisions on war were not so much inevitable but the result of Pericles's persuasive powers.
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Those who took controversial decisions on war tended to portray their decisions as acts of necessity and play down the exercise of discretion.

It was decided to send emissaries to Sparta to explain Athenian policy, although Thucydides suggested that the presence of authoritative Athenians in Sparta at the time of the key deliberations was almost accidental. He therefore did not explain who was sent or the nature of their instructions. In a fuller account of the Spartan debate, Thucydides had Corinth, thwarted by Athens, demanding Spartan support. The demand carried a threat. If Sparta exhibited supine passivity, their allies would be put at risk and would then be driven “in despair to some other alliance.”
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This raised the stakes. Sparta would not want to acquire a reputation for weakness or be weakened in practice by the loss of substantial allies. This was what created the crisis for Sparta. To be sure, Corinth portrayed Athens as grasping with limitless hegemonic ambitions. But to the extent Sparta took note of Corinth, it was not because such fears were shared but because of concern about the defection of a key ally. Indeed the “war party” in Sparta was somewhat dismissive of Athenian power. King Archidamus was much warier, and more anxious to keep the peace, but his advice was ignored and in August 432 BCE, the Spartan assembly voted for war.

Yet even after voting for war, Sparta still sent diplomatic missions to Athens, and these almost resulted in a compromise. In the end it came down to the Megarian Decree. Notably, the emissaries did not push the cause of Corinth but identified the Decree as an unambiguous violation of the Thirty Years' Peace. Thucydides records that many speakers came forward with different views, some favoring war and others revoking the Decree for the sake of peace.
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This time he reported Pericles's decisive intervention in detail, which focused on Sparta's rejection of arbitration. He accused it of relying on coercion rather than discussion. Such demands demonstrated a refusal to treat Athens as equal. He used an argument still often heard when warning of a larger ambition behind an opponent's apparently modest and reasonable demand. This was not a “trifle,” Pericles insisted: “If you yield to them you will immediately be required to make another concession which will be greater, since you will have made the first concession out of fear.”
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Even then, there was restraint in his strategy. It put the onus on Sparta to strike the first blow and refuse arbitration.

In the most extreme version, Thucydides's proposition about the inevitability of war does not stand up. There were a number of points where alternative views might have prevailed and made possible an alternative history. As Richard Ned Lebow has argued, far from being inevitable, war was “the result of an improbable series of remarkably bad judgments made by the leaders of the several powers involved.”
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These started with the lesser powers whose rivalries and entanglements drew in Sparta and Athens. The Athenians might have rejected Corcyra's bid for alliance; Sparta might have rejected Corinth's urgings to take a strong stand; Athens might have abandoned the Megarian Decree; Sparta might have agreed to arbitration.

Yet there were structural factors at play here. The relationship between the two alliances was unstable. There was sufficient residual distrust to create space for those lesser powers who wanted to pursue their own interests. Athens and Sparta had managed to make the Thirty Years' Peace work because there were leaders on both sides who were prepared to moderate any urges to action and aggrandizement in order to keep the peace, but each side also had hawkish factions that disliked moderation and made the case for war. Just as the Corinthians told the Spartans that Athens was inherently aggressive, so the Corcyreans told Athens that they should be welcomed as allies because of the strength of their combined navies. This would be needed when war came, for Sparta and its allies were “eager for war out of fear of you, and … the Corinthians have great influence with them and are your enemies.”
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Thus decision-making was unsettled by the developing fluidity in allegiances. Athens saw a choice between alliance with Corcyra or seeing its navy being taken by the Peloponnesians; Sparta saw a choice between backing Corinth's ambitions or risking its defection.

The leadership in both camps, however, was the same that had preserved the peace in the past. Now their ability to follow conciliatory, restrained strategies was circumscribed. Instead they tried to mitigate the effects of the harder line by presenting it in its most restrained version. Thus Pericles accepted an alliance with Corcyra but insisted it should be defensive, which was a novel concept intended to find the least provocative way forward short of rebuttal. When ships were dispatched to affirm this new alliance, it was only a small squadron, insufficient to embolden Corcyra to go on the offensive but also unfortunately insufficient to deter Corinth, so in the end Athens ended up with a more forward commitment than intended. When Sparta wanted to find a diplomatic alternative to the war it had already decided upon in principle, it did not push hard on behalf of Corinth but concentrated
on what might have seemed to be a minor issue, the Megarian Decree. By then the room for maneuver on both sides was narrowing. Pericles saw danger in backing down in the face of any direct Spartan demand, but he promised to accept the verdict of arbitration.

The strategy Pericles then followed for the war also contained elements of restraint. It made sense if it was supposed that there was still a peace party in Sparta whose hand would be strengthened once it could be shown that the war party had embarked on a futile course. It also reflected another asymmetry between the two leagues. The Peloponnesian League was largely continental, while Athens—although itself on the mainland—presided over a largely maritime empire. Aware of the strength of the Spartan army, Pericles sought to avoid a land battle and rely instead on Athens's superior naval strength. Pericles did not see the possibility of inflicting a decisive blow against Sparta, so instead he sought a stalemate. His calculation was that Athens had the reserves to outlast Sparta even if the war dragged on for a number of years. In the language of later centuries, he sought victory through enemy exhaustion rather than annihilation.

Politically this strategy was brave in its restraint, but it represented an enormous gamble, and probably only someone with the prestige of Pericles could have carried the day with this proposition. The gamble did not come off. There were annual Spartan attacks on Attica—a source of produce near Athens—to which no response was made other than to send raiding parties around the Peloponnesus. The regular loss of crops from Attica drained the treasury's ability to import essential produce from elsewhere. It also left Athens looking helpless in the face of Spartan aggression. Then came a calamity. A plague in 430 BCE, aggravated by the overcrowding in Athens caused by displaced Atticans, resulted in immense distress. For once Pericles lacked good arguments. Eventually he was removed from office and peace was offered to Sparta. Sparta insisted on draconian terms, effectively asking Athens to abandon its empire, which completely undermined the peace party. Pericles returned as leader, but in 429 BCE he was struck by the plague (which almost killed Thucydides) and died. His efforts to find a course between excessive aggression and appeasement had led him to seek a combination of firmness and restraint. In the end, this increased rather than eased the risks to Athens. The strategy had a limited coercive effect on Sparta, was excessively costly to Athens, and encouraged the colonies to become rebellious. After Pericles died, Athens adopted a more aggressive strategy. This reaped some rewards, and even peace terms from Sparta, but it was then the Athenians' turn to overextend themselves.

Thucydides admired Pericles because of his ability to manage the Athenian political system by using his authority and eloquence to appeal to reason and persuade the crowd to adopt sensible policies rather than pandering to the demagoguery and mass irrationality that was an ever-present possibility in a democracy—and to which Athens succumbed after he died.
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Athenian democracy required that all the city's key decisions follow intense public deliberations. Strategy could not stay implicit but had to be articulated. It was essential not only to have the foresight to see how events might unfold if the right action was taken but also the ability to convince others that this was so. Assembly and courtroom debates involved opposing speeches—antilogies—that put a premium on the ability to develop strong arguments. There was an interest in the development and application of the persuasive arts.
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Gorgias, who arrived in Athens during the early stages of the Peloponnesian War (427 BCE) and lived to a great age, offered displays of rhetorical virtuosity. He showed how it was possible to make a weak argument stronger through careful construction, and taught his art to willing pupils. He saw words as equivalent to physical force. They could cause pain and joy: “Some strike fear, some stir the audience to boldness, some benumb and bewitch the soul with evil persuasion.” One of his surviving discourses demonstrated why Helen could be excused for triggering the Trojan War by running off with Paris. Protagoras, another influential figure, was notable for his explorations into the proper use of language. He somewhat uniquely described himself as a sophist (from
sophistes
, meaning “wise man”), a term that became significant retrospectively when Plato used it to define a whole group of thinkers. There was a market for a specialist education in public discourse. Litigants could learn how to plead effectively; candidates for office could broaden their appeal; active politicians could be more persuasive.
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Pericles enjoyed the company of the intellectuals, including Protagoras. He dismissed the idea that there was distinction to be made between men of action and those of words: “We are lovers of wisdom without sacrificing manly courage.” Persuasion required compelling words: those with knowledge but not the “power clearly to express it” might as well have had no ideas at all. He presented himself to the people of Athens as “one who has at least as much ability as anyone else to see what ought to be done and explain what he sees.” The importance of the persuasive arts explains why speeches and dialogues were so important in Thucydides's account. This is how Pericles presented strategic arguments, probably described by Thucydides with more coherence than they had in reality.

Pericles's success lay in his authority and ability to convince the people to follow strategies developed with care and foresight. He sought to control events through the application and expression of intellect. As Parry put it, the creativity of his speeches lay in his ability to describe a future that could be achieved if his advice was followed. This concept of the future was drawn from existing reality but moved beyond it. Its plausibility derived from its practicability but also its “discernment of the strongest and most lasting forces in the outside world.” Pericles then needed to ensure that events conformed to this vision. He therefore had to be much more than a persuasive orator. His speeches were strategic scripts, offering a satisfactory way forward that reflected his grasp of what might be possible in the light of the forces at work in the world. More than most, he could make reality correspond with his vision by setting out ways of acting that the Athenians could follow successfully. But it always also depended on how foes acted as well as factors of chance. In the end, the integrity of the script could be undermined by events. The deeper meaning of Thucydides's account was tragic, because it revealed the limits of strategic reasoning in the face of a contrary world: