The ooda-loop
POSITION PAPER
ON
THE OODA LOOP
1. The OODA loop is a critical thinking and decision making tool used by the military, businesses and regular people because it is one of the best. While many processes require step by step obedience, any of the steps in the OODA loop can be put into the “wrong” order to fit the needs of the situation. OODA stands for observe, orient, decide, act.
2. Observation is where an individual soaks up raw data and sorts it into relevant and non-relevant. Without the data, there would be no way to continue the loop. Observation must occur before orientation can happen. Observation is the lynch-pin in the critical-thinking process because without the data to refer back to, the process becomes linear and vectored.
3. Orientation is the step where all of the data is collated and analyzed. Analysis can include: drawing on past experience, taking into account cultural traditions, or getting a second opinion. Once all of the facts are together, synthesis can come about and ideas can be formed, then on to decision making.
4. Decision is after having done the other two steps and taking all relevant factors into account. Ideas have been thrown around and the best one has to be implemented. Once a decision is made, it is not written in stone. New information or a new prospective gives leaders the opportunity to go back and do the loop again.
5. Acting is the final step and is where most of the problems lie. The ideas were not formed fully, orders were not given, not all information was known, and others could all play key roles in the failure of the acting phase. If the action fails, leaders simply must go through the process over again and try to find the problem.
6. The OODA loop is designed to be an ongoing process. After the whole loop has been made, leaders must then observe the reaction to the action, orient to said reaction, etc. Used on a continuous basis, the OODA loop can be used to make smart, logical decisions for leaders
ON
THE OODA LOOP
1. The OODA loop is a critical thinking and decision making tool used by the military, businesses and regular people because it is one of the best. While many processes require step by step obedience, any of the steps in the OODA loop can be put into the “wrong” order to fit the needs of the situation. OODA stands for observe, orient, decide, act.
2. Observation is where an individual soaks up raw data and sorts it into relevant and non-relevant. Without the data, there would be no way to continue the loop. Observation must occur before orientation can happen. Observation is the lynch-pin in the critical-thinking process because without the data to refer back to, the process becomes linear and vectored.
3. Orientation is the step where all of the data is collated and analyzed. Analysis can include: drawing on past experience, taking into account cultural traditions, or getting a second opinion. Once all of the facts are together, synthesis can come about and ideas can be formed, then on to decision making.
4. Decision is after having done the other two steps and taking all relevant factors into account. Ideas have been thrown around and the best one has to be implemented. Once a decision is made, it is not written in stone. New information or a new prospective gives leaders the opportunity to go back and do the loop again.
5. Acting is the final step and is where most of the problems lie. The ideas were not formed fully, orders were not given, not all information was known, and others could all play key roles in the failure of the acting phase. If the action fails, leaders simply must go through the process over again and try to find the problem.
6. The OODA loop is designed to be an ongoing process. After the whole loop has been made, leaders must then observe the reaction to the action, orient to said reaction, etc. Used on a continuous basis, the OODA loop can be used to make smart, logical decisions for leaders