├── CITATION.cff ├── PROMPT.md ├── CODE_OF_CONDUCT.md └── README.md /CITATION.cff: -------------------------------------------------------------------------------- 1 | cff-version: 1.2.0 2 | title: OODA loop 3 | message: >- 4 | If you use this work and you want to cite it, 5 | then you can use the metadata from this file. 6 | type: software 7 | authors: 8 | - given-names: Joel Parker 9 | family-names: Henderson 10 | email: joel@joelparkerhenderson.com 11 | affiliation: joelparkerhenderson.com 12 | orcid: 'https://orcid.org/0009-0000-4681-282X' 13 | identifiers: 14 | - type: url 15 | value: 'https://github.com/joelparkerhenderson/ooda-loop/' 16 | description: OODA loop 17 | repository-code: 'https://github.com/joelparkerhenderson/ooda-loop/' 18 | abstract: >- 19 | OODA loop 20 | license: See license file 21 | -------------------------------------------------------------------------------- /PROMPT.md: -------------------------------------------------------------------------------- 1 | # OODA Loop action plan: observe, orient, decide, act 2 | 3 | 4 | 5 | ROLE: You are a strategic-tactical consultant business coach. 6 | 7 | PROBLEM: [Your problem here, with plenty of specifics] 8 | 9 | GOAL: Analyze by using the OODA loop: the cycle of observe, orient, decide, act. 10 | 11 | STEPS: 12 | 13 | 1. Observe: gather information about the environment, the adversary, the decision-maker, the context, etc. 14 | 15 | 2. Orient: evaluate the threat, make logical connections, decide on focus, and get inside the mind of the adversary so strategies can be oriented against the adversary's capabilities. 16 | 17 | 3. Decide: choose a course of action to pursue, balancing the need to make rapid decisions and the need to make careful choices. 18 | 19 | 4. Act: Execute quickly and immediately, then return to the Observe step, in order to analyze the changes, including the adversary's reactions. 20 | 21 | ACTIONS: 22 | 23 | 1. Identify the problem 24 | 2. Measure the problem 25 | 3. Analyze the problem 26 | 4. Create action plans 27 | 5. Execute action plans 28 | 6. Verify the results 29 | 7. Measure the results 30 | 8. Analyze the results 31 | 9. Create improvement plans 32 | 10. Execute improvement plans 33 | 34 | OUTPUT: A strategic-tactical action plan. 35 | -------------------------------------------------------------------------------- /CODE_OF_CONDUCT.md: -------------------------------------------------------------------------------- 1 | 2 | # Contributor Covenant Code of Conduct 3 | 4 | ## Our Pledge 5 | 6 | We as members, contributors, and leaders pledge to make participation in our 7 | community a harassment-free experience for everyone, regardless of age, body 8 | size, visible or invisible disability, ethnicity, sex characteristics, gender 9 | identity and expression, level of experience, education, socio-economic status, 10 | nationality, personal appearance, race, caste, color, religion, or sexual 11 | identity and orientation. 12 | 13 | We pledge to act and interact in ways that contribute to an open, welcoming, 14 | diverse, inclusive, and healthy community. 15 | 16 | ## Our Standards 17 | 18 | Examples of behavior that contributes to a positive environment for our 19 | community include: 20 | 21 | * Demonstrating empathy and kindness toward other people 22 | * Being respectful of differing opinions, viewpoints, and experiences 23 | * Giving and gracefully accepting constructive feedback 24 | * Accepting responsibility and apologizing to those affected by our mistakes, 25 | and learning from the experience 26 | * Focusing on what is best not just for us as individuals, but for the overall 27 | community 28 | 29 | Examples of unacceptable behavior include: 30 | 31 | * The use of sexualized language or imagery, and sexual attention or advances of 32 | any kind 33 | * Trolling, insulting or derogatory comments, and personal or political attacks 34 | * Public or private harassment 35 | * Publishing others' private information, such as a physical or email address, 36 | without their explicit permission 37 | * Other conduct which could reasonably be considered inappropriate in a 38 | professional setting 39 | 40 | ## Enforcement Responsibilities 41 | 42 | Community leaders are responsible for clarifying and enforcing our standards of 43 | acceptable behavior and will take appropriate and fair corrective action in 44 | response to any behavior that they deem inappropriate, threatening, offensive, 45 | or harmful. 46 | 47 | Community leaders have the right and responsibility to remove, edit, or reject 48 | comments, commits, code, wiki edits, issues, and other contributions that are 49 | not aligned to this Code of Conduct, and will communicate reasons for moderation 50 | decisions when appropriate. 51 | 52 | ## Scope 53 | 54 | This Code of Conduct applies within all community spaces, and also applies when 55 | an individual is officially representing the community in public spaces. 56 | Examples of representing our community include using an official e-mail address, 57 | posting via an official social media account, or acting as an appointed 58 | representative at an online or offline event. 59 | 60 | ## Enforcement 61 | 62 | Instances of abusive, harassing, or otherwise unacceptable behavior may be 63 | reported to the community leaders responsible for enforcement at 64 | [INSERT CONTACT METHOD]. 65 | All complaints will be reviewed and investigated promptly and fairly. 66 | 67 | All community leaders are obligated to respect the privacy and security of the 68 | reporter of any incident. 69 | 70 | ## Enforcement Guidelines 71 | 72 | Community leaders will follow these Community Impact Guidelines in determining 73 | the consequences for any action they deem in violation of this Code of Conduct: 74 | 75 | ### 1. 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This page is our notes about the OODA loop, the 5 | book "Science, Strategy and War", and related ideas. 6 | 7 | Contents: 8 | 9 | * [OODA loop: observe, orient, decide, act](#ooda-loop-observe-orient-decide-act) 10 | * [OODA loop: the recurring cycle of interacting loops](#ooda-loop-the-recurring-cycle-of-interacting-loops) 11 | * [OODA loop: the strategic theory](#ooda-loop-the-strategic-theory) 12 | * [OODA loop for business](#ooda-loop-for-business) 13 | * [OODA loop v DMAIC cycle v PDCA iteration](#ooda-loop-v-dmaic-cycle-v-pdca-iteration) 14 | * [Three spheres: physical, mental, moral](#three-spheres-physical-mental-moral) 15 | * [Process to evolve](#process-to-evolve) 16 | * [Network Centric Warfare](#network-centric-warfare) 17 | * [Quotations by Boyd](#quotations-by-boyd) 18 | * [Traditional worldview vs. emerging worldview](#traditional-worldview-vs-emerging-worldview) 19 | * [Planning paradigm as defined by the new sciences](#planning-paradigm-as-defined-by-the-new-sciences) 20 | * [Applying Boyd's principles to business organizations](#applying-boyds-principles-to-business-organizations) 21 | * [EBFAS organizational climate](#ebfas-organizational-climate) 22 | * [A Discourse on Winning and Losing](#a-discourse-on-winning-and-losing) 23 | * [Resources](#resources) 24 | 25 | ## OODA loop: observe, orient, decide, act 26 | 27 | The OODA loop is the cycle of observe, orient, decide, act. The approach 28 | explains how agility can overcome raw power. 29 | 30 | Observe: gather information about the environment, the adversary, the 31 | decision-maker, the context, etc. 32 | 33 | Orient: evaluate the threat, make logical connections, decide on focus, 34 | and get inside the mind of the adversary so strategies can be oriented against 35 | the adversary's capabilities. 36 | 37 | Decide: choose a course of action to pursue, balancing the need to make 38 | rapid decisions and the need to make careful choices. 39 | 40 | Act: Execute quickly and immediately, then return to the Observe step, in 41 | order to analyze the changes, including the adversary's reactions. 42 | 43 | ## OODA loop: the recurring cycle of interacting loops 44 | 45 | The OODA loop states that decision-making occurs in a recurring cycle of 46 | observe–orient–decide–act. An entity (whether an individual or an organization) 47 | that can process this cycle quickly, observing and reacting to unfolding events 48 | more rapidly than an opponent, can thereby "get inside" the opponent's decision 49 | cycle and thus gain advantages. 50 | 51 | The OODA loop explains how to direct one's energies to defeat an adversary and 52 | survive. Boyd emphasized that "the loop" is actually a set of interacting loops 53 | that are to be kept in continuous operation during combat. Boyd also indicated 54 | that the phase of the battle has an important bearing on the ideal allocation of 55 | one's energies. 56 | 57 | Boyd's views on the OODA loop are much deeper, richer, and more comprehensive 58 | than the common interpretation of the "rapid OODA loop" idea. Boyd's ideas 59 | feature in the literature on Network Centric Warfare, a key element of the US 60 | and NATO’s so-called ‘military transformation’ programmes, as well as in the 61 | debate on Fourth Generation Warfare. 62 | 63 | ## OODA loop: the strategic theory 64 | 65 | In any conflict all combatants go through repeated cycles of observation, 66 | orientation, decision, action. The potentially victorious combatant is the one 67 | with the cycles which are consistently quicker than his opponent, including the 68 | time required to transition from one cycle to the next. 69 | 70 | In order to generate the tempo of operations that we desire, and to best cope 71 | with the uncertainty, disorder, and fluidity of combat, command and control must 72 | be decentralized. 73 | 74 | The aim of a strategist is not so much to seek battle as to seek a strategic 75 | situation so advantageous that if it does not of itself product the decision, 76 | its continuation by a battle is sure to achive this. 77 | 78 | ## OODA loop for business 79 | 80 | The same OODA loop operates in a competitive business landscape, and the same 81 | logic applies. 82 | 83 | Decision makers gather information (observe). 84 | 85 | Decision makers then form hypotheses about markets, customers, products, 86 | activities, and the intentions of competitors (orient). 87 | 88 | Decision makers then make decisions, and act on them. 89 | 90 | The cycle is repeated continuously, and favors business agility over raw power. 91 | The aggressive and conscious application of the process gives a business 92 | advantage over a competitor who is merely reacting to conditions as they occur 93 | or has poor awareness of the situation. 94 | 95 | ## OODA loop v DMAIC cycle v PDCA iteration 96 | 97 | The OODA loop of military strategy is sometimes compared to the DMAIC cycle of project management, and also to the PDCA spiral of iterative planning. 98 | 99 | [OODA: Observe, Orient, Decide, Act](https://en.wikipedia.org/wiki/OODA_loop): a framework for how to direct one's energies to defeat an adversary. The OODA loop is a core tool used for U.S. military planning. OODA can also be useful for business strategy planing. 100 | 101 | [DMAIC: Define, Measure, Analyze, Improve, Control](https://en.wikipedia.org/wiki/DMAIC): a data-driven improvement cycle for optimizing and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to drive Six Sigma projects. DMAIC can be used as the framework for other improvement applications. 102 | 103 | [PDCA: Plan, Do, Check, Act](https://en.wikipedia.org/wiki/PDCA): a data-driven improvement cycle for iterating towards an improved system, implemented in spirals of increasing knowledge of the system that converge on the ultimate goal, each cycle closer than the previous. It is also known as the Deming circle/cycle/wheel, the Shewhart cycle, the control circle/cycle, or plan–do–study–act (PDSA). 104 | 105 | 106 | 107 | 108 | 109 | 110 | 111 | 112 | 113 | 114 | 115 | 116 | 117 | 118 | 119 |
OODA DMAIC PDCA
Identify the problem Observe Define Plan
Measure the problem Measure
Analyze the problem Orient Analyze
Create action plans Decide Improve
Execute action plans Act Do
Verify the results Observe Control Check a.k.a. Study
Measure the results
Analyze the results Orient
Create improvement plans Decide Act a.k.a. Adjust
Execute improvement plans Act
120 | 121 | Root causes of such issues are investigated, found, and eliminated by modifying the process. Risk is re-evaluated. 122 | 123 | ## Three spheres: physical, mental, moral 124 | 125 | Boyd used a concept of three spheres of war: the physical, the mental, and the 126 | moral dimension, using this idea of to structure his argument and develop three 127 | modes of conflict. 128 | 129 | Respectively, these spheres dealt with destruction of the enemy's physical 130 | strength (fighting power), disorganization of his mental processes (thinking 131 | power), and disintigraion of his moral will to resist (staying power). The 132 | forces operating within these spheres did so in synergistic ways, not isolated 133 | ways. 134 | 135 | Boyd emphasized speed, tempo, variety, surprise, trust, initiative, movement, 136 | and his view that the moral and mental dimensions came before technology, 137 | superiority in numbers, and massed firepower. 138 | 139 | ## Process to evolve 140 | 141 | An important feature of Boyd's book of air maneuvers was that Boyd did not 142 | advocate one maneuver over another, but presented the options available to the 143 | pilot and his opponent in relation to each other. He wanted to show people a 144 | variety of moves and countermoves, and the logic of its dynamic. 145 | 146 | His aim was not to convince people about the validity of this or that doctrine, 147 | but instead to create among his audience a way of thinking, a thought process. 148 | 149 | The process not only creates the output but also represents the key to evolve 150 | the tactics, strategies, goals, unifying themes, etc. that permit us to actively 151 | shape and adapt to the unfolding world. 152 | 153 | ## Network Centric Warfare 154 | 155 | The OODA loop is a precursor of what was later described as "Network Centric 156 | Warfare" both in its limited meaning as a Command, Control, Computer, 157 | Communications, Intelligence, Reconnaissance, and Surveillance (C4ISR) system 158 | and its broader strategic implications as a strategic concept. 159 | 160 | Boyd emphasized the importance of communications as the foundation of the loop 161 | and information management as essential to the Orientation portion of the loop. 162 | The OODA strategic applications were related to creating greater flexibility by 163 | moving decision making down to the lowest level while creating situational 164 | awareness on the highest level. 165 | 166 | [Source](https://www.amazon.com/gp/profile/amzn1.account.AG37RQGYWU3Y7LIYF6YTUFWOREYA/ref=cm_cr_dp_d_gw_tr?ie=UTF8) 167 | 168 | ## Quotations by Boyd 169 | 170 | "Strategy is a mental tapestry of changing intentions for harmonizing and 171 | focusing our efforts as a basis for realizing some aim or purpose in an 172 | unfolding and often unforeseen world of many bewildering events and many 173 | contending interests." 174 | 175 | "The key idea is to emphasize implicit over explicit in order to gain a 176 | favorable mismatch in friction and time (i.e, ours lower than any adversary’s) 177 | for superiority in shaping and adapting to circumstances." 178 | 179 | "Arrange the setting and circumstances so that leaders and subordinates alike 180 | are given the opportunity to continuously interact with the external world, and 181 | with each other, in order to more quickly make many-sided implicit 182 | cross-referencing projections, empathies, correlations, and rejections as well 183 | as create the similar images or impressions, hence a similar implicit 184 | orientation, needed to form an organic whole." 185 | 186 | ## Traditional worldview vs. emerging worldview 187 | 188 | 189 | 190 | 191 | 192 | 193 | 194 | 195 | 196 | 197 | 198 | 199 | 200 | 201 | 202 | 203 | 204 | 205 |
Traditional worldviewEmerging worldview
ReductionismHolism
Linear causalityMutual causality
Objective realityPerspective reality
DeterminismIndeterminism
Survival of the fittestAdaptive self-organization
Focus on discrete entitiesFocus on relationships between entities
Linear relationshipsNon-linear relationships
Newtonian physics perspectivesQuantum physics perspectives
World is predictableWorld is novel and probabilistic
ModernPostmodern
Focus on hierarchyFocus on heterarchy (within levels)
PredictionUnderstanding
Based on 19th-century physicsBased on biology
Equilibrium, stability, deterministic dynamicsStructure, pattern, self-organization, life cycles
Focus on averagesFocus on variation
206 | 207 | ## Planning paradigm as defined by the new sciences 208 | 209 | 210 | 211 | 212 | 213 | 214 | 215 | 216 | 217 | 218 | 219 | 220 | 221 | 222 | 223 | 224 | 225 | 226 | 227 | 228 | 229 | 230 | 231 | 232 | 233 | 234 | 235 |
FromTo
LinearNon-linear
Static, cause-effect view of individual factorsDynamic, constantly changing field of interactions
Microscopic, localWide angle, global
SeparatenessRelatedness
MarketplaceEnvironment
ReductionistNon-reductionist
Component thinkingSeeing and thinking in wholes
Time cards, task analysisComplex Adaptive Systems
Problem solvingButterfly Effect, system feedback
BrainstormingSelf-organization, adaptation
PolarizationEnvironmental scanning plus mapping
Structure creates processUnderlying processes and interactions of a system's variables create self-organizing patterns, shapes and structures
Pays attention to policies and procedures that are usually fixed and inflexiblePays attention to initial conditions, perking information, emerging events, and strange attractors
Standing committeesAd hoc working groups, networks
PoliticsLearning
Planning as discrete eventPlanning as continuous process
Planning by elite specialist groupPlanning requires whole system input
Implementation of planImplementation flexible and constantly evolving in response to emerging conditions
Forecasting through data analysisForesight through synthesis
QuantitativeQualitative
Controlling, stabilizing or managing changeResponding to and influencing change as it emerges
Dinosaur behaviorEntrepreneurial behavior
Change as threatChange as opportunity
Leads to stagnation and extinctionLeads to renewal and growth
236 | 237 | ## Applying Boyd's principles to business organizations 238 | 239 | Source: [Boyd and Beyond 2014](https://fasttransients.files.wordpress.com/2010/03/lenaneboydforbusiness.pdf) 240 | 241 | ### Maneuver-based organizations 242 | 243 | Characteristics of maneuver-based organizations: 244 | 245 | * Rapidity of decision-making 246 | 247 | * Rapidity of action 248 | 249 | * Decentralized decision-making 250 | 251 | * Significant license to execute 252 | 253 | Features of maneuver-based organizations: 254 | 255 | * Unit cohesion and common values 256 | 257 | * High skill levels and training 258 | 259 | * New or adaptive reuse of technology 260 | 261 | * Tradecraft 262 | 263 | ### Adaptive synthesis 264 | 265 | Thought experiment: 266 | 267 | * Break down complex systems into "building blocks". Adaptively reuse and 268 | reconfigure into new systems. Be quicker and more effective at coming up with 269 | new solutions. 270 | 271 | * Look at things from a number of perspectives. Utilize the tools of analysis 272 | and synthesis. Come up with novel approaches that integrate 273 | seemingly-unrelated concepts or elements. 274 | 275 | Finding unique solutions via synthesis: 276 | 277 | * Synthesis is what happens when you are forced to draw a conclusion from an incomplete data set. 278 | 279 | * You have to think and plan in ways that are different. You have to adapt. You have to try things that are not “normal”. 280 | 281 | * Develop a non-standard mindset, and keep it churning. 282 | 283 | ### Trust and how to thrive on chaos 284 | 285 | Trust among teammates: 286 | 287 | * Trust is an essential trait among teammates. 288 | 289 | * Trust is a product of confidence and familiarity. 290 | 291 | * Confidence among colleagues results from demonstrated professional skill. 292 | 293 | * Familiarity results from shared experience and a common professional philosophy. 294 | 295 | Strategy and chaos: 296 | 297 | * The strategic roadmap should produce operations and tactics sufficient to design an organization which will truly thrive on chaos. 298 | 299 | * The organization must be built to respond in an elegant manner to constant environmental changes. 300 | 301 | * The organization must be be designed in a manner which will allow it to take as much advantage of these changes as possible, quickly, while losing as little energy as possible. 302 | 303 | ## EBFAS organizational climate 304 | 305 | "EBFAS" is Boyd’s German acronym from the elements of his organizational 306 | climate: Einheit (oneness), Behendigkeit (agility), Fingerspitzengefühl 307 | (fingertip feeling), Auftragstaktik (task tactic), Schwerpunkt (main point). 308 | 309 | ### Einheit (oneness) 310 | 311 | Einheit: Literally "one-ness" or "unity". Can mean "a military detachment or 312 | unit". A common outlook possessed by "a body of officers" represents a unifying 313 | theme that can be used to simultaneously encourage subordinate initiative yet 314 | realize superior intent. TODO: Create Wikipedia entry. 315 | 316 | ### Behendigkeit (agility) 317 | 318 | Behendigkeit: Literally "agility", nimbleness, quickness, swiftness. Behendigkeit, the way Boyd used it, is the ability to break out of longstanding patterns, even if they have been successful. 319 | 320 | ### Fingerspitzengefühl (fingertip feeling) 321 | 322 | [Fingerspitzengefühl](https://www.wikipedia.org/wiki/Fingerspitzengef%C3%BChl): literally "fingertip feeling". Means intuitive flair or instinct, which has been adopted by the English language as a loanword. It describes a great situational awareness, and the ability to respond most appropriately and tactfully. It can also be applied to diplomats, bearers of bad news, sports players, or to describe a superior ability to respond to an escalated situation. 323 | 324 | ### Auftragstaktik (task tactic) 325 | 326 | [Auftragstaktik](https://www.wikipedia.org/wiki/Auftragstaktik): a form of military tactics where the emphasis is on the outcome of a mission rather than the specific means of achieving it. Mission-type tactics have been a central component of military tactics since the 19th century. The term Auftragstaktik was coined by opponents of the development of mission-type tactics. Opponents of the implementation of mission-type tactics were called Normaltaktiker. 327 | 328 | ### Schwerpunkt (main point) 329 | 330 | [Schwerpunkt](https://www.wikipedia.org/wiki/Schwerpunkt): literally "hard, difficult, heavy" point. Usually: center of gravity, focus of main effort, focus and direction. heuristic device (conceptual tool or thinking formula) to make decisions from tactics to strategy about priority. None of these forms is sufficient to describe the universal importance of the term and the concept of Schwerpunktprinzip. Every unit in the army, from the company to the supreme command, decided on a Schwerpunkt through schwerpunktbildung, as did the support services, which meant that commanders always knew what was most important and why. 331 | 332 | ## A Discourse on Winning and Losing 333 | 334 | A Discourse on Winning and Losing - By John R. Boyd. 335 | 336 | Abstract: To flourish and grow in a many-sided, uncertain and ever-changing world that surrounds us, 337 | suggests that we have to make intuitive within ourselves those many practices we need to meet 338 | the exigencies of that world. The contents, hence the five sections that comprise this Discourse, 339 | unfold observations and ideas that contribute toward achieving or thwarting such an aim or 340 | purpose. Specifically: 341 | 342 | * "Patterns of Conflict" represents a compendium of idea and actions for winning and losing 343 | in a highly competitive world; 344 | 345 | * "Organic Design for Command and Control" surfaces the implicit arrangements that permit 346 | cooperation in complex, competitive, fast moving situations; 347 | 348 | * "The Strategic Game of ? and ?" emphasizes the mental twists and turns we undertake to 349 | surface schemes or designs for realizing our aims or purposes; 350 | 351 | * “Destruction and Creation” lays out in abstract but graphic fashion the ways by which 352 | we evolve mental concepts to comprehend and cope with our environment; 353 | 354 | * “Revelation” makes visible the metaphorical message that flows from this Discourse 355 | 356 | ## Resources 357 | 358 | [Wikipedia: OODA loop](https://en.wikipedia.org/wiki/OODA_loop) 359 | 360 | [John Boyd Compendium; by Project on Government Oversight](http://dnipogo.org/john-r-boyd/) 361 | 362 | [A Discourse on Winning and Losing; by John Boyd](https://www.airuniversity.af.edu/Portals/10/AUPress/Books/B_0151_Boyd_Discourse_Winning_Losing.PDF) 363 | 364 | [The personal papers of Col. John Boyd - part II](https://fasttransients.files.wordpress.com/2018/06/the-personal-papers-of-col-john-boyd-part-ii.pdf) 365 | 366 | [Slightly East of New; a page of links about OODA and Boyd](https://slightlyeastofnew.com/439-2/) 367 | --------------------------------------------------------------------------------