March 13, 2006 © 2006 Kettle Creek Corporation 1 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) Cultural Traditions Genetic Heritage New Information Previous Experience Analyses & Synthesis Feed Forward Implicit Guidance & Control Unfolding Interaction With Environment Feedback Feed Forward Decision (Hypothesis) Feed Forward Feedback Outside Information Unfolding Circumstances ObserveOrientDecideAct [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.

March 13, 2006 © 2006 Kettle Creek Corporation 2 Implicit Guidance & Control Decide Unfolding Interaction With 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 Feed Forward Unfolding Circumstances Outside Information Orient Cultural Traditions Genetic Heritage New Information Previous Experience Analyses & Synthesis Pumping up OODA “Loop” Speed

March 13, 2006 © 2006 Kettle Creek Corporation 3 Feed Forward Decision (Hypothesis) Feed Forward Feedback Unfolding Interaction With Environment Feed Forward Observations Unfolding Circumstances Outside Information Implicit Guidance & Control Action (Test) Implicit Guidance & Control Observe Orient DecideAct Cultural Traditions Genetic Heritage New Information 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

March 13, 2006 © 2006 Kettle Creek Corporation 4 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 to Patterns of Conflict, chart 132, available at:

March 13, 2006 © 2006 Kettle Creek Corporation 5 Implicit Guidance & Control Know what to do Act And be able to do it Unfolding Interaction With Environment Action (Test) Feedback Decide Decision (Hypothesis) Feed Forward Feedback While learning from the experience What OODA “loop” speed really means ObserveOrient Feed Forward Observations Unfolding Circumstances Outside Information Unfolding Interaction With Environment Quickly understand what’s going on Implicit Guidance & Control

March 13, 2006 © 2006 Kettle Creek Corporation 6 Key Points: When you’re doing OODA “loops” right, accuracy and speed improve together; they don’t trade off. An essential task of leadership is to create – mainly by example – an organization that gets better and 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. An essential task of leadership is to create – mainly by example – an organization that gets better and better (and better) at these things.

March 13, 2006 © 2006 Kettle Creek Corporation 7 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 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 Feed Forward Observations Decision (Hypothesis) Action (Test) Cultural Traditions Genetic Heritage New Information Previous Experience Analyses & Synthesis Feed Forward Implicit Guidance & Control Unfolding Interaction With Environment Feedback Outside Information Unfolding Circumstances ObserveOrientDecideAct Defense and the National Interest, Boyd’s OODA “Loop” Sketch