The OODA loop has a lot of positive uses. One challenge many may face when considering the best application of this decision/action cycle is understanding the best context in which to apply it.

One key facet of the OODA loop, as Mike noted, is the author, John Boyd, whose background was as a fighter pilot. In this context, it’s absolutely sensible to approach events with the mindset of quickly observing, deciding, and acting. In the world of the fighter pilot, you want to have a faster decision cycle than the enemy in order to seize the tactical initiative. Proponents of this model note its success even in ground operations, particularly in the tactical realm. When you are making decisions in an information-based environment in competition with an active, thinking enemy, OODA loop methodology can find a sound home within which to be effective.

A word of caution, of course, comes from opponents of the OODA loop, who often cite that the allure of the speed of decision making that it can provide can, at times, begin to take precedence over the actual decisions that are made. In cases like this, the OODA loop begins to manifest for its own sake – that is, the ability to decide quickly becomes more important than the ability to decide soundly.

In all, OODA loop is a tool. The key for us as leaders is, as usual, assessing the situation or understanding the environment well enough to know which tool to use.

Thanks for sharing, Mike!