The OODA loop (observe, orient, decide, act) is a decision-making model developed by United States Air Force Colonel John Boyd. He applied the concept to the combat operations process, often at the operational level during military campaigns. It is often applied to understand commercial operations and learning processes. The approach explains how agility can overcome raw power in dealing with human opponents.
As can be seen from the diagram, the OODA loop includes continuous collection of feedback and observations. This enables late commitment, which is an important element of agility. This is in contrast to e.g. the PDCA cycle which requires early commitment (the first steps are Plan and Do).
The OODA loop has become an important concept in litigation, [1] business, [2] law enforcement, [3] management education, [4] [5] military strategy and cyber security and cyberwarfare. [6] According to Boyd, decision-making occurs in an iterative cycle of "observe, orient, decide, act". An entity (whether an individual or an organization) that can process this cycle quickly, observing and reacting to unfolding events more rapidly and/or more effectively than an opponent, can thereby get inside the opponent's decision cycle and gain the advantage.
Jamie Dimon, CEIO of JPMorgan Chase, has said he uses the OODA loop in scenario evaluation. [7] [8] [9]
Some scholars are critical of the concept. Aviation historian Michael Hankins, for example, writes that "the OODA loop is vague enough that its defenders and attackers can each see what they want to see in it. For some, the OODA concept’s flexibility is its strength, but for others it becomes so generalized as to lose its usefulness." He concludes that "The OODA loop is merely one way among a myriad of ways of describing intuitive processes of learning and decision making that most people experience daily. It is not incorrect, but neither is it unique or especially profound." [10]
A decision cycle or decision loop is a sequence of steps used by an entity on a repeated basis to reach and implement decisions and to learn from the results. The "decision cycle" phrase has a history of use to broadly categorize various methods of making decisions, going upstream to the need, downstream to the outcomes, and cycling around to connect the outcomes to the needs.
John Richard Boyd was a United States Air Force fighter pilot and Pentagon consultant during the second half of the 20th century. His theories have been highly influential in military, business, and litigation strategies and planning.
Agile software development is an umbrella term for approaches to developing software that reflect the values and principles agreed upon by The Agile Alliance, a group of 17 software practitioners in 2001. As documented in their Manifesto for Agile Software Development the practitioners value:
James Dimon is an American banker and businessman. He has been the Chairman and chief executive officer (CEO) of JPMorgan Chase since 2006.
PDCA or plan–do–check–act is an iterative design and management method used in business for the control and continual improvement of processes and products. It is also known as the Shewhart cycle, or the control circle/cycle. Another version of this PDCA cycle is OPDCA. The added "O" stands for observation or as some versions say: "Observe the current condition." This emphasis on observation and current condition has currency with the literature on lean manufacturing and the Toyota Production System. The PDCA cycle, with Ishikawa's changes, can be traced back to S. Mizuno of the Tokyo Institute of Technology in 1959.
Lean software development is a translation of lean manufacturing principles and practices to the software development domain. Adapted from the Toyota Production System, it is emerging with the support of a pro-lean subculture within the agile community. Lean offers a solid conceptual framework, values and principles, as well as good practices, derived from experience, that support agile organizations.
A learning cycle is a concept of how people learn from experience. A learning cycle will have a number of stages or phases, the last of which can be followed by the first.
David Allen Kolb is an American educational theorist whose interests and publications focus on experiential learning, the individual and social change, career development, and executive and professional education. He is the founder and chairman of Experience Based Learning Systems, Inc. (EBLS), and an Emeritus Professor of Organizational Behavior in the Weatherhead School of Management, Case Western Reserve University, Cleveland, Ohio. Kolb has collaborated with his daughter Alice on research related to experiential learning and has co-authored several works with him.
Reflective practice is the ability to reflect on one's actions so as to take a critical stance or attitude towards one's own practice and that of one's peers, engaging in a process of continuous adaptation and learning. According to one definition it involves "paying critical attention to the practical values and theories which inform everyday actions, by examining practice reflectively and reflexively. This leads to developmental insight". A key rationale for reflective practice is that experience alone does not necessarily lead to learning; deliberate reflection on experience is essential.
Battlespace or battle-space is a term used to signify a military strategy which integrates multiple armed forces for the military theatre of operations, including air, information, land, sea, cyber and outer space to achieve military goals. It includes the environment, timeframe and other factors, and conditions that must be understood to successfully apply combat power, protect the force, or complete the mission. This includes enemy and friendly armed forces, infrastructure, weather, terrain, and the electromagnetic spectrum within the operational areas and areas of interest.
The following outline is provided as an overview of and topical guide to thought (thinking):
Trial advocacy is the branch of knowledge concerned with making attorneys and other advocates more effective in trial proceedings. Trial advocacy is an essential trade skill for litigators and is taught in law schools and continuing legal education programs. It may also be taught in primary, secondary, and undergraduate schools, usually as a mock trial elective.
Next-best-action marketing, as a special case of next-best-action decision-making, is a customer-centric marketing paradigm that considers the different actions that can be taken for a specific customer and decides on the ‘best’ one. The Next Best Action is determined by the customer's interests and needs on one hand, and the marketing organization's business objectives and policies on the other. This is in sharp contrast to traditional marketing approaches that first create a proposition for a product or service and then attempt to find interested and eligible prospects for that proposition. The practice, direct marketing, is typically automated in the form of a campaign management tool, is often product-centric, and usually always marketing-centric.
Reflective writing is an analytical practice in which the writer describes a real or imaginary scene, event, interaction, passing thought, or memory and adds a personal reflection on its meaning. Many reflective writers keep in mind questions such as "What did I notice?", "How has this changed me?" or "What might I have done differently?" when reflecting.
The disruptive solutions process (DSP) is a decision-making process used by the United States Air Force and Air National Guard. It was created in 2005 by fighter pilot and Air Force/Air National Guard Colonel Edward Vaughan and is iterative, low-cost, and first-to-market in nature. It is primarily used to prevent mishaps during the combat operations process.
Patterns of Conflict was a presentation by Colonel John Boyd outlining his theories on modern combat and how the key to success was to upset the enemy's "observation-orientation-decision-action time cycle or loop", or OODA loop. Patterns developed the idea of a "counter-blitz", a blitzkrieg in reverse, with numerous attacks followed by withdrawals to the rear. The aim was to confuse the enemy by presenting no apparent strategy, reveal the enemy's intentions through the strength of the response, and present a misleading picture of the defender's own actions in order to disrupt the attacker's future plan of action.
Litigation strategy is the process by which counsel for one party to a lawsuit intends to integrate their actions with anticipated events and reactions to achieve the overarching goal of the litigation. The strategic goal may be the verdict, or the damages or sentence awarded in the case. Alternatively, in the case of impact litigation the goal may be more far-reaching, such as setting legal precedent, affecting consumer-safety standards, or reshaping the public's perception of a societal issue. Broader goals and more challenging cases require a strategist with a greater understanding of, and facility with, the tools of litigation strategy.
Obeya is a team spirit improvement tool at an administrative level, originating from a long history of learning & improving. It is considered a component of lean manufacturing. Obeya objectives are rapid decision-making, reduction in rework and reconsiderations, and reduction in unnecessary discussions. The Obeya Association enumerates 11 Obeya Principles that define Obeya and guide its improvement.
The term kill chain is a military concept which identifies the structure of an attack. It consists of:
David A. Kolb published his experiential learning theory (ELT) in 1984, inspired by the work of the gestalt psychologist Kurt Lewin, as well as John Dewey and Jean Piaget. The approach works on two levels: a four-stage learning cycle and four distinct learning styles. Kolb's experiential learning theory has a holistic perspective which includes experience, perception, cognition and behaviour. It is a method where a person's skills and job requirements can be assessed in the same language that its commensurability can be measured.