This chapter is narrated by Willink, and describes a time in Baghdad, Iraq, when it was their time to determine who they had killed or captured while gather intelligence on the same. Getting evidence was a way of ensuring that cases are developed against those captured or detained. He goes ahead to analyze their past method of collecting evidence, which he refers to as being problematic and non-efficient in that once evidence had been collected, it could not tell who collected it, when it was collected, as well as difficulty ascertaining whether a given room had been cleared or not.

Interestingly, the courts in Iraq had evidence indicating the exact room from which the information was retrieved. Willink then reaches out to his Assistant Officer in Charge (AOIC) and requests him to devise the best way in which it could be done in order to comply with the requirements of the courts. At first, the team denied the new evidence brought but Willink took the role of explaining, and asks them if they can give it a trial run. At first, the entire team denies the new changes to be introduced and Willink took the role of explaining the essence to the team and asks them if they can give it a trial. After two successful trials, he led the team in the implementation of the new system while on a mission in Baghdad, a mission where everything was completed within twenty minutes clearing, securing, and searching the target building. This had laid a baseline of solid and disciplined search procedures. Their freedom, therefore, to operate and maneuver had increased substantially through disciplined procedures, thus discipline equals freedom.

In business organizations today, managers do find themselves in awkward situations, specifically where they have to become more disciplined to make the toughest decisions and save the “ship and the other men aboard”. These decisions are made with the interest of the entire business at heart, and not for individual benefit. Managers in such situations should be ready to lose friends, but for the sake of the organization.