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August 2006 © 2006 Kettle Creek Corporation
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The OODA “Loop” Sketch
Note how orientation shapes observation, shapes decision, shapes action, and in turn is shaped by the feedback and other phenomena coming into our sensing or observing window.
Also note how the entire “loop” (not just orientation) is an ongoing many-sided implicit cross-referencing process of projection, empathy, correlation, and rejection.
Note how orientation shapes observation, shapes decision, shapes action, and in turn is shaped by the feedback and other phenomena coming into our sensing or observing window.
Also note how the entire “loop” (not just orientation) is an ongoing many-sided implicit cross-referencing process of projection, empathy, correlation, and rejection.
Observations Action(Test)
CulturalTraditions
GeneticHeritage
NewInformation Previous
Experience
Analyses &Synthesis
FeedForward
ImplicitGuidance& Control
ImplicitGuidance& Control
UnfoldingInteraction
WithEnvironmentUnfolding
InteractionWith
Environment Feedback
FeedForward
Decision(Hypothesis)
FeedForward
Feedback
OutsideInformation
UnfoldingCircumstances
Observe Orient Decide Act
[A more printer-friendly version appears on page 7.]
Competitive advantage comes from quickness over the entire “loop,” not just or even primarily from the O-to-O-to-D-to-A sequence.
August 2006 © 2006 Kettle Creek Corporation
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ImplicitGuidance& Control
ImplicitGuidance& Control
Decide
UnfoldingInteraction
WithEnvironmentUnfolding
InteractionWith
Environment
Action(Test)
Act
“Interaction permits vitality and growth, while isolation leads to decay and disintegration.” Strategic Game, 29.
“Orientation is the Schwerpunkt.” Organic Design, 16.
“Emphasize implicit over explicit in order to gain a favorable mismatch in friction and time.” Organic Design, 22.
Observations
Observe
FeedForward
UnfoldingCircumstances
OutsideInformation
Orient
CulturalTraditions
GeneticHeritage
NewInformation Previous
Experience
Analyses &Synthesis
Pumping up OODA “Loop” Speed
August 2006 © 2006 Kettle Creek Corporation
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FeedForward
Decision(Hypothesis)
FeedForward
Feedback
UnfoldingInteraction
WithEnvironmentUnfolding
InteractionWith
Environment
FeedForward
Observations
UnfoldingCircumstances
OutsideInformation
ImplicitGuidance& Control
Action(Test)
ImplicitGuidance& Control
Observe Orient Decide Act
CulturalTraditions
GeneticHeritage
NewInformation Previous
Experience
Analyses &Synthesis
Explicit decisions are needed when no effective action is available via the implicit link, such as when training or experimenting.
However:
• Actions will still be influenced by (existing) implicit guidance and controls until these are reset by learning
• Explicit decision making and reorientation (learning) always take time
Sometimes, You Just Have to Make a Decision
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© 2006 Kettle Creek CorporationAugust 2006
Operating Inside Their OODA Loops
• Definition: – Changing the situation more rapidly than the other side can
comprehend.
• Typical effects:– “It’s like they’re moving in slow motion.” Boyd
describing “operating inside opponents’ OODA loops.”
– “It’s like you’re commanding both sides.” Common impression of a successful cheng / ch’i operation. [cheng - “orthodox, expected,” while ch’i - “unorthodox, unexpected, shocking.” By operating inside an opponent’s OODA loop, you will find it much easier to set up and exploit cheng / ch’i situations.]
For other typical and intended effects, please refer toPatterns of Conflict, chart 132, available at:
http://www.d-n-i.net/second_level/boyd_military.htm#discourse
August 2006 © 2006 Kettle Creek Corporation
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What OODA “loop” speed really means
Know what to do
ActDecideObserve Orient
Shared values; common
experiences; commander’s
intent, etc.
UnfoldingInteracti
onWith
Environment
And be able to do it
Action(Test)
Implicit
Guidance&
Control
Feedback
FeedForward
Decision(Hypothesis)
FeedForward
Feedback
While learning from the
experience
UnfoldingInteracti
onWith
Environment
FeedForward
Implicit
Guidance&
Control
Observations
UnfoldingCircumstanc
es
OutsideInformati
on
Quickly understand
what’s going on
August 2006 © 2006 Kettle Creek Corporation
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Key Points:
• When you’re doing OODA “loops” right, accuracy and speed improve together; they don’t trade off.
• A primary function of management is to build an organization that gets better and better at these things.
Key Points:
• When you’re doing OODA “loops” right, accuracy and speed improve together; they don’t trade off.
• A primary function of management is to build an organization that gets better and better at these things.
August 2006 © 2006 Kettle Creek Corporation
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Note how orientation shapes observation, shapes decision, shapes action, and in turn is shaped by the feedback and other phenomena coming into our sensing or observing window.
Also note how the entire “loop” (not just orientation) is an ongoing many-sided implicit cross-referencing process of projection, empathy, correlation, and rejection.
From “The Essence of Winning and Losing,” John R. Boyd, January 1996.
Note how orientation shapes observation, shapes decision, shapes action, and in turn is shaped by the feedback and other phenomena coming into our sensing or observing window.
Also note how the entire “loop” (not just orientation) is an ongoing many-sided implicit cross-referencing process of projection, empathy, correlation, and rejection.
From “The Essence of Winning and Losing,” John R. Boyd, January 1996.
FeedForward
Observations Decision(Hypothesis)
Action(Test)
CulturalTraditions
GeneticHeritage
NewInformation Previous
Experience
Analyses &Synthesis
FeedForward
FeedForward
ImplicitGuidance& Control
ImplicitGuidance& Control
UnfoldingInteraction
WithEnvironmentUnfolding
InteractionWith
Environment Feedback
Feedback
OutsideInformation
UnfoldingCircumstances
Observe Orient Decide Act
Defense and the National Interest, http://www.d-n-i.net, 2006
Boyd’s OODA “Loop” Sketch
