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OODA loop

OODA loop
Diagram of a decision cycle known as the Boyd cycle, or the OODA loop Overview[edit] The OODA loop has become an important concept in litigation,[1] business[2] and military strategy. According to Boyd, decision-making occurs in a recurring cycle of observe-orient-decide-act. An entity (whether an individual or an organization) that can process this cycle quickly, observing and reacting to unfolding events more rapidly than an opponent can thereby "get inside" the opponent's decision cycle and gain the advantage. Frans Osinga argues that Boyd's own views on the OODA loop are much deeper, richer, and more comprehensive than the common interpretation of the 'rapid OODA loop' idea.[3] Boyd developed the concept to explain how to direct one's energies to defeat an adversary and survive. Boyd’s diagram shows that all decisions are based on observations of the evolving situation tempered with implicit filtering of the problem being addressed. Applicability[edit] See also[edit] Notes[edit]

Related:  Knowledge ManagementFeedback & Iteration Models

Collaboration Software - Lotus software Previous IBM Software Next Show carousel 1Show carousel 2Show carousel 3 Why IBM Collaboration Solutions Situation awareness Situation awareness (SA) involves being aware of what is happening in the vicinity, in order to understand how information, events, and one's own actions will impact goals and objectives, both immediately and in the near future. One with an adept sense of situation awareness generally has a high degree of knowledge with respect to inputs and outputs of a system, i.e. an innate "feel" for situations, people, and events that play out due to variables the subject can control. Lacking or inadequate situation awareness has been identified as one of the primary factors in accidents attributed to human error.[1] Thus, situation awareness is especially important in work domains where the information flow can be quite high and poor decisions may lead to serious consequences (e.g., piloting an airplane, functioning as a soldier, or treating critically ill or injured patients). Definition[edit] History[edit] Related concepts[edit]

Balanced scorecard The balanced scorecard (BSC) is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1][2] Characteristics[edit] The characteristic of the balanced scorecard and its derivatives is the presentation of a mixture of financial and non-financial measures each compared to a 'target' value within a single concise report. The report is not meant to be a replacement for traditional financial or operational reports but a succinct summary that captures the information most relevant to those reading it.

MPTP MPTP (1-methyl-4-phenyl-1,2,3,6-tetrahydropyridine) is a neurotoxin precursor to MPP+, which causes permanent symptoms of Parkinson's disease by destroying dopaminergic neurons in the substantia nigra of the brain. It has been used to study disease models in various animal studies. While MPTP itself has no psychoactive effects, the compound may be accidentally produced during the manufacture of MPPP, a synthetic opioid drug with effects similar to those of morphine and pethidine (meperidine). The Parkinson-inducing effects of MPTP were first discovered following accidental ingestion as a result of contaminated MPPP. Toxicity[edit] Knowledge management framework At this stage we have had a look at the components and definitions that related to knowledge management (KM). This section deals with knowledge management frameworks and models. The old saying that a picture paints a thousand words is very much applicable in this case. A good model can integrate various elements and show relationships in a way that is much harder to do in writing.

Customer feedback management services Customer feedback management (CFM) online services are web applications that allow businesses to manage user suggestions and complaints in a structured fashion. A 2011 study conducted by Aberdeen Group showed that companies using customer feedback management services and social media monitoring have a 15% better customer retention rate.[1] Methodology[edit] Various online CFM services use different approaches. The aim of most methodologies is to measure customer satisfaction, with some models also measuring related constructs including customer loyalty and customer word-of-mouth (see Webreep Model).

Data Mining, Predictive Modeling, Techniques Data Mining Data Mining is an analytic process designed to explore data (usually large amounts of data - typically business or market related - also known as "big data") in search of consistent patterns and/or systematic relationships between variables, and then to validate the findings by applying the detected patterns to new subsets of data. The ultimate goal of data mining is prediction - and predictive data mining is the most common type of data mining and one that has the most direct business applications. The process of data mining consists of three stages: (1) the initial exploration, (2) model building or pattern identification with validation/verification, and (3) deployment (i.e., the application of the model to new data in order to generate predictions). Stage 1: Exploration. Stage 2: Model building and validation.

Maslow's hierarchy of needs Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom[1] Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in Psychological Review.[2] Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans.

The Analysis-Synthesis Bridge Model Written for Interactions magazine by Hugh Dubberly, Shelley Evenson, and Rick Robinson. The simplest way to describe the design process is to divide it into two phases: analysis and synthesis. Or preparation and inspiration. But those descriptions miss a crucial element—the connection between the two, the active move from one state to another, the transition or transformation that is at the heart of designing.

Control–feedback–abort loop Too often systems fail, sometimes leading to significant loss of life, fortunes and confidence in the provider of a product or service. It was determined that a simple and useful tool was needed to help in the analysis of interactions of groups and systems to determine possible unexpected consequences. The tool didn’t need to provide every possible outcome of the interactions but needed to provide a means for analysts and product/service development stakeholders to evaluate the potential risks associated with implementing new functionality in a system. They needed a brainstorming tool to help ascertain if a concept was viable from a business perspective. The control–feedback–abort loop and the analysis diagram is one such tool that has helped organizations analyze their system workflows and workflow exceptions. The concept of the Control–Feedback–Abort (CFA) loop is based upon another concept called the ‘Control – Feedback Loop'.

Competitor analysis Competitor analysis is an essential component of corporate strategy.[2] It is argued that most firms do not conduct this type of analysis systematically enough. Instead, many enterprises operate on what is called “informal impressions, conjectures, and intuition gained through the tidbits of information about competitors every manager continually receives.” As a result, traditional environmental scanning places many firms at risk of dangerous competitive blindspots due to a lack of robust competitor analysis.[3]