Don't Get Thrown For A Loop!
If you get this wrong, you give your competitors the advantage
Understanding John Boyd’s OODA “loop” sketch as he intended it is the key to your success. You cannot thrive unless you understand it. This powerful abstraction is the only illustration of the OODA “loop” Boyd ever drew. It appears in his briefing “The Essence of Winning and Losing.” It’s crucial to note that Boyd referred to it as "The OODA 'loop' sketch," not “The OODA Loop.” This distinction is significant. It emphasizes the sketch’s nature as an abstraction. Its design attempts to explain how humans adapt and thrive in reality. It is NOT a circular, simplified "loop." Let's go deeper.
OODA “loop” sketch is an insightful abstraction. OODA “loop” sketch is not a linear formula to follow like a recipe. It is a dynamic, intricate illustration. It highlights the complexity of human decision-making and adaptation. The sketch shows how individuals and teams interact and make sense of their environment. More to the point, it maps the functions of the most important point in understanding OODA: Orientation.
Orientation is our "internal operating system." It's what enables us to sense external events through observations. We process them to assign them meaning and intent. We form hypotheses in the form of decisions. We then test those decisions via actions, and learn from it all via feedback loops.
In other words, orientation is where and how humans filter data and information. It is where we transform information into knowledge and understanding. Then we can decide and act within our respective environments and circumstances. We continue to make new observations, new decisions, and new actions, all based on our learning from feedback loops. We then make new observations, adjust, or augment our orientation (aka “reorient”). This enables us to make new decisions and actions, as we pursue our ultimate goal:
Understanding all this empowers us to stay ahead of competitors and the rate of change. If we fail to understand OODA "loop" sketch this way, we degrade our ability to adapt to ever-changing circumstances.
The essence of Boyd’s sketch lies in its abstraction. It captures the fluid nature of sense making and decision-making. It shows us the critical importance of feedback loops and continuous learning. This sketch is far from the oversimplified, circular "OODA Loop model" often seen in popular (mis)interpretations. Let your competitors run on that version!
The oversimplified "OODA Loop" is an unfortunate and common misconception. The simplified circular model reduces Boyd’s concept to a basic cycle of Observe, Orient, Decide, and Act. While this appears to be easier to understand and communicate, it completely misses the depth and complexity of Boyd’s original vision. This oversimplification can lead to a mechanical and static approach to decision-making. This is a vulnerability that a competitor will exploit. Understanding OODA this way is far from what Boyd intended.
Understanding Boyd’s OODA “loop” sketch as he envisioned it matters. Why? Because it provides a significant advantage. It encourages a deeper appreciation of the dynamic and non-linear nature of sense making and decision-making. Leaders and teams who grasp this concept can better navigate the complexities of their environment. They can adapt more quickly to changes, and outmaneuver competitors and other threats.
Embrace the true essence and intent of OODA “loop” sketch. To gain and maintain an advantage from Boyd’s insights, leaders and teams must avoid the simplified circular model. Leave it for your competitors and let them operate that way. Let them increase their own friction and provide you with advantages and mismatches to exploit. You as leader embrace the full complexity of the OODA “loop” sketch. By doing so, you will develop a more nuanced and effective approach to decision-making. You will be able to balance being both proactive and responsive to the unpredictable and fluid nature of the real world. Understanding and applying Boyd’s OODA “loop” sketch will provide a strategic edge over those who rely on the simplified version. Embrace the abstraction. You’ll find yourself empowered to adapt, thrive, and succeed in any competitive landscape!
From John Boyd’s “Destruction and Creation”
Try these questions as an accompaniment to the last article:
1. How do you currently understand and apply the OODA "loop" in your decision-making processes?
2. In what ways might your current approach to decision-making be oversimplified or mechanical?
3. How can you incorporate the complexity and abstraction of Boyd’s OODA “loop” sketch into your leadership strategy?
4. What specific feedback loops do you have in place to continuously learn and adapt within your organization?
5. How does your orientation (internal operating system) influence your observations and decisions?
6. What methods do you use to ensure your team effectively processes and assigns meaning to observed external events?
7. How do you test and validate the hypotheses formed during your decision-making process?
8. How do you ensure that the actions taken are effectively informed by the feedback received?
9. In what ways can you improve your capacity for independent action within your team or organization?
10. How do you differentiate between the simplified OODA loop model and Boyd’s OODA “loop” sketch in practice?
11. What challenges have you faced when trying to implement a more nuanced approach to decision-making?
12. How do you foster a culture of continuous learning and adaptation within your team?
13. What are the key indicators that your organization is effectively navigating the complexities of its environment?
14. How do you balance being proactive and responsive to changes and threats in your competitive landscape?
15. What strategies do you use to avoid increasing friction within your decision-making processes?
16. How do you ensure your team remains agile and adaptive in the face of uncertainty?
17. What role does feedback play in your organization’s ability to adapt and thrive?
18. How do you measure the effectiveness of your orientation in guiding decisions and actions?
19. What steps can you take to avoid the pitfalls of a static approach to decision-making?
20. How do you leverage the abstraction of Boyd’s OODA “loop” sketch to gain a strategic edge over competitors?
21. How can you enhance the interconnectedness of observation, orientation, decision, and action within your team?
22. What practices do you have in place to regularly reorient your team based on new observations and learning?
23. How do you ensure that your decisions and actions are aligned with your ultimate goal of improving independent action?
24. What specific actions can you take to embrace the full complexity of the OODA “loop” sketch in your leadership approach?
25. How do you evaluate and adjust your decision-making processes to better align with Boyd’s intended vision of the OODA “loop” sketch?
This is cool - I hadn’t read of it before. Thanks for sharing.