Get "there" QUICKER: OODA

During my advanced training as a United States Marine Corps Officer, I was introduced to a concept that I have never forgotten, and have personally executed many times, leading to significant success. I have used this concept to support all aspects of my life, including military, business and motorsports. I must admit, when not properly executed, the results tend to be much less positive and in some cases, catastrophic. Remaining within the spirit of my previous articles; I will be brief and offer a few thought provoking ideas.

Get "there" QUICKER.

The OODA Loop secret is one of the most established, yet best kept secrets in all of competitive mind preparation. As a combat fighter pilot, Colonel John Boyd analyzed the human mind decision making process, evaluated influential factors, mapped the system, and developed a simple, habit forming mind map that offers quick & efficient maneuverability. Trainers, coaches, consultants and leaders, who understand and implemented the concept; discover the liberating potential of the system. It has been referenced as the “sixth” sense for athletes.

And: for BUSINESS?

The Observe, Orient Decide and Act, or OODA Loop model, is an information processing concept developed by Colonel John Boyd (1927-1997). Following the degradation of fighter pilot victories, Colonel Boyd, himself a fighter pilot, wanted to analyze and map the environmental influenced thought "processing" of a fighter pilot in combat (the dogfight). Although the OODA concept was birthed from military aviation roots, the same components can be applied to business. OODA has found a place in law enforcement, athletic training, training for NASA, and business. Boyd’s purpose was to remove the psychological paralysis of fighter pilots, and to insert a habitual process of evaluation, anticipation and action. The model is based on the changing actions of the enemy combatant, ie competitive reconnaissance. Like the early writings of Sun Tzu, Boyd’s OODA "structure" was conversely "not", emphasizing free will thought as an advocate of harmony, deception, swiftness, and fluidity of actions, surprise, shock and intimate understanding of the enemy strategy. The end result is efficient adaptability in support of a specific goal.

REMOVE THE CLUTTER and SIMPLIFY.

Research into this subject can yield wildly expanded diagrams and dialogue on an incredibly simple concept. OODA is generated from the idea that the system is acting through a decision making process based on the observations of the environment around it. The orientation phase of the process is considered the most important step, as it measures the unfolding circumstances, gathers external influence information, and evaluates perceived threats leading to the eventual desire outcome. Boyd stated that the cycle of decision-making could operate at different speeds for the competitor/enemy and your organization. The end game is simple; complete your OODA process faster than the enemy. Understanding and mastering this concept can also allow the organizer to enlist the process of counter-intelligence; thus extending the OODA for the perception from the enemy's view. Misdirection can become a peripheral activity of this system.

In order to avoid predictability and ensuring adaptability to a variety of challenges, it is essential to have a repertoire of orientation patterns and the ability to select the correct one according to the situation at hand while denying the opponent the latter capability. Moreover, Boyd emphasizes the capability to validate the schemata before and during operations and the capability to devise and incorporate new ones, if one is to survive in a rapidly changing environment…. verifying existing beliefs and expectations, and if necessary modifying these in a timely matter, is crucial. The way to play the game of interaction and isolation is to spontaneously generate new mental images that match up with an unfolding work of uncertainty and change, Boyd asserted… The OODA concept appears on white boards in offices and meetings.

Companies continuously seek improvement and competitive advantages. No matter the situation; a merger, acquisition, re-structure, new product launch, competitive situation, territory expansion, IPO, or other business development scenario, the execution of this system can offer the key to unlocking the potential of your company’s talented minds.

Fast Company wrote an article in 2002 titled: The Strategy of the Fighter Pilot. The article can be read @ https://www.fastcompany.com/44983/strategy-fighter-pilot. The article offers history, analysis and potential business value.

“Think of the loop as an interactive web with orientation at the core. Orientation how you interpret a situation, based on your experience, culture, and heritage — directly guides decisions, but it also shapes observation and action. At the same time, orientation is shaped by new feedback. An effective combatant, Boyd reasoned, looks constantly for mismatches between his original understanding and a changed reality. In those mismatches lie opportunities to seize advantage.”  Fast Company 2002

My parting words: “THINK CALM AND OODA ON!”