The OODA Loop and Crisis Response: Insights from a Fighter Jet Pilot in the Korean War

Welcome to the second edition of The Weekly Crisis Thought!

Today, we're taking a deep dive into the work of military strategist John Boyd and his concept of the OODA loop. His ideas have had a profound impact on the way that military organizations and other organizations approach decision-making in crisis situations. The OODA loop is one of my favorite models for visualizing decision-making, and I highly recommend it to other crisis management professionals as a mental model. It also provides a valuable framework for thinking about how to approach decision-making in fast-moving, complex situations. Many scientists, such as Berndt Brehmer, have developed the model. Brehmer, in particular, developed the Dynamic DOODA loop. Despite being a mental model, the original works very well,

"The OODA loop is one of the most important concepts in military strategy, and it's also a valuable framework for thinking about business and life in general." -Retired General Stanley McChrystal

John Boyd, a military strategist and fighter pilot, developed the OODA loop model based on his observations and experiences during the Korean War. Boyd served as a pilot in the U.S. Air Force during the war, and he observed that the most successful pilots were those who were able to quickly and effectively adapt to changing circumstances.

One key lesson that Boyd learned from the Korean War was the importance of rapid decision-making. In the fast-paced and dynamic environment of air combat, pilots who were able to make quick and accurate decisions had a significant advantage over their opponents. Boyd recognized that this ability to quickly process information and make decisions was critical for success in any complex and uncertain situation.

Another lesson that Boyd learned from the Korean War was the importance of flexibility and adaptability. He observed that pilots who were able to quickly adapt to changing circumstances and respond to unexpected developments were more likely to succeed. This led Boyd to develop the concept of the OODA loop, which emphasizes the importance of gathering information, adapting to changing circumstances, and making decisions in a continuous cycle.

The OODA Loop in Action!

From the perspective of a fighter jet pilot, the stages of the OODA loop might be described as follows:

1. Observation: The pilot continually gathers information about their environment, including the position and movements of other aircraft, the status of their own aircraft, and any other relevant data.
2. Orientation: The pilot interprets this information and uses it to inform their understanding of the situation. This might include identifying patterns or trends, anticipating the actions of other pilots, and assessing the options available to them.
3. Decision: Based on their interpretation of the situation, the pilot chooses a course of action. This might involve deciding to attack, defend, or retreat, or making any other necessary decisions.
4. Action: The pilot carries out the chosen course of action, taking into account the constraints of their aircraft and the demands of the situation. This might involve adjusting their speed, altitude, or position, or taking other necessary actions.

As the situation continues to evolve, the pilot repeats this cycle, continually gathering new information, orienting themselves to the changing circumstances, and making new decisions. The ability to move through this cycle quickly and effectively is critical for success in air combat.

"The OODA loop is a fundamental concept that every business leader should understand. It's about being able to out-think and out-maneuver your competition by constantly adapting to change." -Ralph Dangelmaier, CEO of BlueSnap

Mastering the OODA Loop: From a crisis management perspective

1. Observation: The crisis management team continually gathers information about the crisis and its impacts, including the extent of the damage, the needs of affected individuals and communities, and the actions of other organizations and agencies. ??
2. Orientation: The team interprets this information and uses it to inform their understanding of the crisis and to identify the most appropriate response. ?? This might include assessing the risks and consequences of different courses of action, and determining the resources and capabilities required to effectively manage the crisis.
3. Decision: Based on their interpretation of the situation, the team chooses a course of action. ?? This might involve implementing emergency response measures, activating contingency plans, or taking other necessary actions to mitigate the impacts of the crisis.
4. Action: The team carries out the chosen course of action, coordinating with other organizations and agencies as necessary and adapting to changing circumstances. ?? This might involve deploying resources, communicating with affected individuals and communities, and taking other necessary actions to manage the crisis.

As the crisis continues to evolve, the team repeats this cycle, continually gathering new information, orienting themselves to the changing circumstances, and making new decisions. ?? The ability to move through this cycle quickly and effectively is critical for success in crisis management. ??

Overall, Boyd's experiences during the Korean War played a significant role in shaping his thinking about decision-making and strategic planning. The lessons he learned during this time were instrumental in the development of the OODA loop model, which has since been widely used in a variety of fields, including military strategy, business, and sports.

As you reflect, I encourage you to ask yourself the following questions:

1. How can the OODA loop be integrated into an organization's crisis management plan?
2. How can the OODA loop be used to make difficult decisions under pressure during a crisis?
3. In what ways can the OODA loop be used to evaluate the effectiveness of a crisis response and make adjustments?

That's it for today's edition of The Weekly Crisis Thought. I hope you found this brief introduction to John Boyd and the OODA loop to be interesting and useful. If you have any questions or comments, don't hesitate to reach out.

Until next time, stay ahead of the curve in times of crisis!

Who am I? As a senior consultant at Murphy Solutions, I have the privilege of working in the field of crisis management and my goal is to bridge the gap between science and practitioners. My name is Andreas Wadstr?m and I have over 20 years of experience, ranging from climbing extreme mountains to military elite units and dealing with cyber crisis. My passion is leading in complex and dynamic environments, and I believe that's where effective crisis management starts. I'm excited to share my insights and expertise with you through this newsletter and I look forward to connecting with you on this journey.