If, therefore, in Strategy the loss does not increase with the number of the troops employed, but is often diminished by it, and if, as a natural consequence, the decision in our favor is, by that means, the more certain, then it follows naturally that in Strategy we can never employ too many forces, and consequently also that they must be applied simultaneously to the immediate purpose. But we must vindicate this proposition upon another ground. We have hitherto only spoken of the combat itself; it is the real activity in War, but men, time, and space, which appear as the elements of this activity, must, at the same time, be kept in view, and the results of their influence brought into consideration also. Fatigue, exertion, and privation constitute in War a special principle of destruction, not essentially belonging to contest, but more or less inseparably bound up with it, and certainly one which especially belongs to Strategy. They no doubt exist in tactics as well, and perhaps there in the highest degree; but as the duration of the tactical acts is shorter, therefore the small effects of exertion and privation on them can come but little into consideration. But in Strategy on the other hand, where time and space, are on a larger scale, their influence is not only always very considerable, but often quite decisive. It is not at all uncommon for a victorious Army to lose many more by sickness than on the field of battle. If, therefore, we look at this sphere of destruction in Strategy in the same manner as we have considered that of fire and close combat in tactics, then we may well imagine that everything which comes within its vortex will, at the end of the campaign or of any other strategic period, be reduced to a state of weakness, which makes the arrival of a fresh force decisive. We might therefore conclude that there is a motive in the one case as well as the other to strive for the first success with as few forces as possible, in order to keep up this fresh force for the last.