The Crusader Strategy
The Crusader Strategy by Steve Tibble, published by Yale University Press on August 4, 2020, offers a detailed examination of the strategic approaches employed by medieval crusader societies. This 376-page book challenges the perception of these societies as brutish and culturally isolated, presenting evidence that their decision-making processes were organized and purposeful. Tibble utilizes a variety of primary sources to provide insights into the long-term plans and clear strategic goals that guided the crusaders, particularly in their military endeavors.
Readers will find a lively account that reassesses the actions and behaviors of crusader leaders, highlighting their aggressive castle-building efforts and invasions of Egypt. The book emphasizes the necessity of intuitive strategic thinking in a context where resources were limited and the stakes were high. By focusing on the military and historical aspects of the Middle East, The Crusader Strategy sheds light on the complexities of medieval warfare and the calculated decisions that shaped the outcomes of these conflicts.
Official synopsis Publisher
A new look at the crusaders, which shows how they pursued long-term plans and clear strategic goals
Medieval states, and particularly crusader societies, often have been considered brutish and culturally isolated. It seems unlikely that they could develop “strategy” in any meaningful sense. However, the crusaders were actually highly organized in their thinking and their decision making was rarely random.
In this lively account, Steve Tibble draws on a rich array of primary sources to reassess events on the ground and patterns of behavior over time. He shows how, from aggressive castle building to implementing a series of invasions of Egypt, crusader leaders tenaciously pursued long-term plans and devoted single-minded attention to clear strategic goals. Crusader states were permanently on the brink of destruction; resources were scarce and the penalties for failure severe. Intuitive strategic thinking, Tibble argues, was a necessity, not a luxury.
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