I was really enthralled by a piece of military lingo called “OODA loops” introduced to me by Professor Allen at BYUH. My attraction to the concept was mainly because I found it a useful way to augment my cognitive perception on how to form and execute decisions (I sometimes struggle with larger life decisions and used to feel that many aspects of those decisions were too restrictive or forced on me).
So it made sense — why not overhaul the entire dynamic of the way decisions are constructed?
Developed by Col. John Boyd of the U.S. Air Force, OODA loops is a simple decision making pattern technique. The Air Force really didn’t care for it much, or for Col. Boyd for that matter (who was undefeated record in aerial dogfighting — he could annihilate anyone within 40 seconds). The Marine Corp. very much appreciated Boyd and his work and it’s now part of the training officers receive in OCS.
OODA — an acronym — stands for: Observe, orient, decide and act.
Pretty much common sense, right?
We observe and take in information, oriented ourselves based on our instincts and then act on them given enough conviction. Indeed, besides breaking down an broad concept that decision making can sometimes be, there’s not much to OODA loops until you realize the trick to using them.
That trick isn’t to wait for enough observable information to allow some masterstroke of a decision manifest in ourselves. The purpose of OODA loops is to inspire us to make decisions irregardless of whether or not we have perfect information and to act with the intent to act again in rapid order.
In an aerial dogfight, pilots don’t make one move and wait for the chips to fall. The successful pilots act again based on their observations and ability to quickly orient themselves. Victory comes to the pilot that can cycle through several rounds of this process of observing, orienting, deciding and acting.
I.e., a person who can execute five quick decisions compared to someone who is bogged down and can only rattle out two decisions will emerge triumphant.
(Marines love this tactic because it encourages their officers to make mistakes. That’s right, the most lethal fighting entity since the Spartan Warriors of ancient Greece actively encourage mistakes to improve adaptation. Officers who don’t act quick or mess up are considered complacent.)
The OODA Loop shows how decision making is really an art form (and sometimes an exercise) everyone should be well versed in; not an enigma that daunts or molests us.
Moreover — as you internalize and contemplate OODA’s potential applications — you’ll discover it is a method that allows for complete spontaneity in life while disciplining us with some structure. Like all abstract concepts, its not something easily or immediately implementable without some work, but with a little thought and practice the mindset can be invaluable.
As the cliche goes, the only constant in life is change. Decision making is all about confronting change — whether or not that change is self-inflicted or brought on by external forces.
Unfortunately, we all too often view change as an undesirable element in our lives when change is really a good friend who visits us from time to time to make sure life is never too dull.
On a quiet morning in March, I journeyed deeper into the templates near Siem Reap and intentionally avoided the more grandiose structures that attract throngs of Japanese and Korean tourists — whom I despise.
