The OODA loop is the observing, orientation, deciding, and action decision cycle developed by US military strategist and Air Force Colonel John Boyd. Boyd applied the concept to combat operations, often at the operational level during military campaigns. It is now also often applied to understand commercial operations and learning processes. This approach supports the agility of raw power in the face of human opponents in every effort.
Video OODA loop
Overview
The OODA circle has become an important concept in litigation, business, law enforcement, and military strategy. According to Boyd, decision-making occurs in the recurring cycle of observation-orientation-disconnect-acting. An entity (either individual or organization) that can process this cycle quickly, observe and react to events that occur more quickly than the opponent can thus "enter into" the opponent's decision cycle and earn a profit. Frans Osinga argues that Boyd's view of the OODA circle is much deeper, richer, and more comprehensive than the general interpretation of the idea of ​​"fast OODA loop".
Boyd developed the concept to explain how to direct one's energy to defeat the enemy and survive. Boyd stressed that the "loop" is actually a series of interacting loops that must be stored in continuous operations during combat. He also pointed out that the battle phase has an important influence on the ideal allocation of one's energy.
The Boyd diagram shows that all decisions are based on observing a developing situation that is forged with an implicit filtering of the problem being addressed. Observation is the raw information about decisions and actions that are based. The observed information must be processed to direct it to decision making. In a note from his lecture "Organic Design for Command and Control", Boyd said,
O, the second orientation - as the storage of our genetic heritage, cultural traditions, and previous experiences - is the most important part of the O-O-D-A circle as it shapes the way we observe, the way we decide, the way we act.
As Boyd points out and is shown in the "Orient" box, there is a lot of information filtering through culture, genetics, analytical and synthesis capabilities, and previous experiences. Since OODA Loop is designed to describe a single decision maker, the situation is usually much more complex than indicated, since most business and technical decisions have a team of observing and oriented people, each carrying a cultural tradition, genetics, experience and other information. This is where the decision is often stuck, which does not lead to victory, because:
To win, we must operate with a faster tempo or rhythm than our opponent - or, better still, enter into Attitude-Orientation-Decision-Cycle or loop action... Such activity will make us appear ambiguous so as to cause confusion and irregularity among our enemies - because our enemies will not be able to produce mental images or images that correspond to threats, as well as faster rhythm or faster patterns, they compete.
The OODA circle, which focuses on strategic military needs, is adapted for planning the continuity of business operations and the public sector. Compare the Plan Do Check Act cycle (PDCA) or Shewhart cycle.
As one of Boyd's associates, Harry Hillaker, enter into "John Boyd, USAF Retiree, Father of the F16":
The key is to obscure your intentions and make it unpredictable to your opponent while you simultaneously clarify his intentions. That is, it operates at a faster tempo to produce a rapidly changing condition that prevents an opponent from adapting or reacting to the change and which suppresses or destroys his consciousness. Thus, a mixture of confusion and disturbance occurs causing him over-or-react to conditions or activities that seem uncertain, ambiguous, or understandable.
Loop OODA also serves to explain the nature of shock and form operations in a way that unifies Gestalt psychology, cognitive science and game theory in a comprehensive strategy theory. Utility theory (basic game theory) explains how decisions are made on the perceived value of taking action. Loop OODA indicates that before making a decision (decision phase), the first person must obtain the information (Observe) and determine what it means to him and what he can do about it (Orient). In this way, the utility sought in the Resolve phase can be changed by affecting the information received by the opponent and the cognitive model he applied when orientating it.
Author Robert Greene writes in an article titled OODA and You
... The right mindset is to let go of a bit, to let some chaos become part of its mental system, and use it to its advantage by simply creating more chaos and confusion for the opponent. He accompanied the inevitable chaos of the battlefield towards the enemy.
Maps OODA loop
Enforcement
Consider a fighter pilot who rushes to shoot down an enemy plane.
Before enemy aircraft are within visual range, pilots will consider any available information about possible enemy pilot identities - nationalities, training levels, and cultural traditions that may come into play.
When enemy aircraft enter radar contacts, more direct information about the speed, size, and ability of enemy aircraft maneuvers becomes available; the ongoing state takes priority over the radio chat. The first decision was made based on the information available so far: The pilot decided to "go into the sun" above his opponent, and act by applying a control input to climb. Back to observations - does the attacker react to altitude changes? Then comes the orientation : Do enemies react characteristically, or may act like people who do not like fighting? Does the plane perform better than expected?
When the air combat starts, little time is devoted to orientation unless some new information relating to the identity or intent of the attacker comes into play. The cascade information is in real time, and the pilot does not have time to process it consciously; the pilot reacts when he is trained, and the conscious mind is directed to oversee the flow of action and reaction, continuously repeating the OODA cycle. Simultaneously, the opponent will go through the same cycle.
One of John Boyd's main insights in battle combat is that it is very important to change the speed and direction faster than the opponent. This can disrupt the OODA cycle of the opponent. This is not always a function of the aircraft's ability to maneuver, but the pilot must think and act faster than the opponent can think and act. Getting "inside" the cycle, creating a short circuit of the opponent's thought process, generating opportunities for the opponent to react inappropriately.
Examples of other tactical levels can be found on the basketball court, where a player has the ball and must pass a higher or faster opponent. The cart thrust straight or pass is unlikely to succeed. Instead, a player can engage in a series of rapid and complex body movements designed to confuse an opponent and deny him the ability to take advantage of his superior size or speed. At the basic level of the game, this may be just a fake series, in the hope that the opponent will make a mistake or the opening will happen, but the exercise and mental focus allow one to speed up the tempo, enter into the circle of the opponent's OODA, and control the situation, cause the opponent to move by certain and generate profits rather than just reacting to accidents. Taking control of the situation is key. That's not enough to speed up OODA faster, which results in flailing.
The same cycle operates on a longer time scale in a competitive business landscape, and the same logic applies. Decision makers collect information (observe), establish hypotheses about customer activity and competitor intentions (orientation), make decisions, and act on them. The cycle repeats continuously. The adoption of an aggressive and conscious process provides a business advantage over competitors who only react to the current conditions or have a poor awareness of the situation. Particularly in business, where teams of people work Loop OODA, often stuck in "D" (see Ullman) and no action is taken allowing the competition to get the upper hand or resources to be wasted.
This approach supports the agility of raw power in the face of human opponents in every effort. Boyd puts the ethos in practice with his work for the United States Air Force. He was a maneuverable fighter, in contrast to powerful heavy fighter jets (such as McDonnell Douglas F-4 Phantom II) that was prevalent in the 1960s. Boyd inspired the Lightweight Fighter (LWF) program that resulted in the success of General Dynamics F-16 Fighting Falcon and McDonnell Douglas F/A-18 Hornet, which is still used by the United States and some other military forces in the 21st century.
See also
Note
References
- Boyd, John R. (September 3, 1976). Destruction and Creation (PDF) . US Army Command and General Staff College. Ã,
- Boyd, John, R., the Essence of Victory and Losing, June 28, 1995 five slides by Boyd.
- Dreier, U.S., Strategy, Planning & amp; Litigating to Win , Boston, MA: Press Conference, ISBN 9780615676951
- Greene, Robert, OODA and you
- Hillaker, Harry, Code one magazine , "John Boyd, USAF Retired, Father's Dad", July 1997.
- Kotnour, Jim, "The Leadership Mechanism for Enabling Learning in Project Teams" in Proceedings of the Third European Conference on Organizational Knowledge , Learning and Capabilities, Proceedings of OKLC 2002
- Linger, Henry, Building Infrastructure for Knowledge Economics: Methods and Tools, Theory and Practice , p.Ã, 449
- Metayer, Estelle, Decision making: It's all about taking off - and landing safely... , Competia, December 2011
- Osinga, Frans, "Science, Strategy, and War of John Boyd's Strategic Theory"
- Richards, Chet, Certain to Win: John Boyd's Strategy, Applied to Business (2004) ISBNÃ, 1-4134-5377-5
- Ullman, David G., "OO-OO-OO!" Sound of Broken Loop OOD , Crosstalk, April 2007
External links
- Archived documents
- Video: Loop OODA and Clausewitzian "Friction"
- Bazin, A. (2005). OODA Loop and Boyd Infantry Company Commander. Infantry Magazine.
Source of the article : Wikipedia
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