Observe Orient Decide Act        O.O.D.A.     Ideas from Folgore Eugenio Pozzolini            Reproduction of text and ima...
Decision makers gather information (observe), form hypothesis aboutcustomer’s activity and the intentions of competitors (...
In order to succeed & win, you must operate at a faster tempo or rythmthan your opposite -- or, better yet, get inside his...
The key is to “obscure” your intentions and make them unpredictable toyour opposite while you simultaneously clarify his i...
The proper frame of mind is to let go a little, to allow some chaos tobecome part of your mental system, and to use it to ...
Getting inside your opposites         OODA loop
On a rugby field , you have possession of the oval ball and must get past an                       opponent who is taller ...
Back to basics (see slide two)The same cycle operates over a longer timescale in a competitive businessscenario, and the s...
Observe Orient Decide Act (Getting Inside Your Opposites OODA Loop) Revised 13082012
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Observe Orient Decide Act (Getting Inside Your Opposites OODA Loop) Revised 13082012

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Getting inside your opposite\'s OODA loop and beating him as his game

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  • On a rugby field , a player has possession of the oval slippery ball and must get past an opponent who is taller and faster. A straight dribble or pass is unlikely to succeed. Instead the player can engage in a rapid and elaborate series of body movements designed to confuse the opponent and deny him the ability to take advantage of his superior size or speed. This may be merely a series of fakes, with the hope that the opponent will make a mistake or an opening will occur, therefore trying to put him off balance. Practice and mental focus may allow you to reduce the time scale, get inside your opponent's OODA loop, and take control of the situation - to cause him to move in a particular way, and generate an advantage rather than merely reacting to an event.
  • Observe Orient Decide Act (Getting Inside Your Opposites OODA Loop) Revised 13082012

    1. 1. Observe Orient Decide Act O.O.D.A. Ideas from Folgore Eugenio Pozzolini Reproduction of text and images from •Boyd, John, Organic Design for Command and Control •Wikipedia.org. Revised 13 August 2012
    2. 2. Decision makers gather information (observe), form hypothesis aboutcustomer’s activity and the intentions of competitors (orient), makedecisions, and act on them.The cycle is repeated continuously.What is the basic ambiguity and thrust that determines the geniality ofobservation, collecting information , “stealing” from the guy next door the ideathat will be a successful trip for me ?
    3. 3. In order to succeed & win, you must operate at a faster tempo or rythmthan your opposite -- or, better yet, get inside his Observation – Orientation – Decision - Action time cycle or loop.Such activity will make you appear ambiguous (thereforeunpredictable) generating confusion and disorder among your opposite --since he will be unable to generate mental images or pictures that agreewith the menacing as well as faster transient rythm or patterns he iscompeting against.
    4. 4. The key is to “obscure” your intentions and make them unpredictable toyour opposite while you simultaneously clarify his intentions.That is, operate at a faster tempo to generate rapidly changing conditionsthat inhibit him from adapting or reacting to those changes and thatsuppress or nullify (destroy is a better word) his awareness.Thus, a hodgepodge of confusion and disorder will occur to cause over- orunder-reaction from your opposite, to conditions or activities that appear tobe uncertain, ambiguous, or incomprehensible.Extracted and adapted from an article by Harry Hillaker
    5. 5. The proper frame of mind is to let go a little, to allow some chaos tobecome part of your mental system, and to use it to your advantage bysimply creating more chaos and confusion for your opposite.You will funnel inevitable chaos in the in the direction of the opposite.Adapated from an article by Robert Greene , OODA and You
    6. 6. Getting inside your opposites OODA loop
    7. 7. On a rugby field , you have possession of the oval ball and must get past an opponent who is taller and faster. A straight dribble or pass is unlikely to succeed. Instead you can engage in a rapid and elaborate series of body movementsdesigned to confuse the opponent and deny him the ability to take advantage of his superior size or speed. This may be merely a series of fakes, with the hope that your opponent will make a mistake or an opening will occur, therefore trying to put him off balance. Practice and mental focus may allow you to reduce the time scale, getinside your opponents OODA loop, and take control of the situation - forcinghim to move in a particular way, and generate an advantage for you rather than merely reacting to an event.
    8. 8. Back to basics (see slide two)The same cycle operates over a longer timescale in a competitive businessscenario, and the same logic applies.Decision makers gather information (observe), form hypothesis aboutcustomer’s activity and the intentions of competitors (orient), makedecisions, and act on them.The cycle is repeated continuously.The determined and conscious application of the process gives a businessadvantage over a competitor who is merely reacting to conditions as theyoccur, or has poor awareness of the situation.
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