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Catch Richard's "OODA Loop" reading memo (^-^)

In many cases, the more we consider to improve "work style reform" in terms of hardware (equipment, system, mechanism), the more we realize that we are missing in the introduction process and the operation process, and we have no choice but to correct the trajectory. Is there a framework suitable for decision making?

If possible, isn't there a theory that includes not only the words "self-organization" and "spontaneity" but also the rigor required for mission achievement, the backing of repeated training, and the battlefield element?

Perhaps this book (^-^) was picked up because I thought that there might be a hint in the operation of the military organization.

↓ Reading note From here

▪️ New decision-making framework that replaces the PDCA cycle

"OODA loop" is expected as a new decision-making framework to replace the "PDCA cycle". This theory, which was adopted by the US Marine Corps and contributed to numerous victories in modern warfare, is now attracting attention from the business world, which is exposed to rapid environmental changes.

▪️ The theory born on the battlefield "OODA loop"

It was the now dead military strategist John R. Boyd who proposed the OODA loop. "40-second void" (At that time, the U.S. forces were fighting the Korean War, and even a shortly enlisted Boyd was dispatched to Korea. He experienced 86 battles as an F-22 pilot here. After the end of the war, he served as an F-100 instructor at the US Air Force Fighter Weapons School (FWS), saying, "Start from a disadvantage and reverse the position within 40 seconds. Occupied) and boasted undefeated after 6 years/3000 hours of combat training. For this reason, Void as a fighter instructor was presented with a 40-second void. ) Was called a terrific pilot, and based on his experience of winning lightning fire in air combat, he wrote a philosophy of battle to make decisions in a short time. One of them is the "OODA loop".

The OODA loop is composed of a learning loop of "Observation, situation judgment (Orient), decision making (Decision), and action (Act)".

▪️ Blitzkrieg -To win the victory with a small number of people-

On the Western Front of World War II in 1940, the German army, which was inferior in quantity and quality, won the "blitzkrieg".

Fuller, one of the founders of Blitzkrieg theory, states that Blitzkrieg is "to adopt mobility as a psychological weapon." Boyd draws the conclusion that "the principle of winning in small numbers", the principle of blitzkrieg, formed the basis of German victory, and that its essence lies in organizational culture.

The principle of blitzkrieg is the emphasis on speed, as typified by the phrase "one minute ahead of the enemy calls for victory." Faced with a high degree of uncertainty, it improves the decision-making capabilities of allies while making attacks that prevent the enemy from making effective decisions.

▪️ Speed ​​is a weapon

The military strategy is that “members of an organization cooperate to make decisions in the face of strong stress and uncertainty,” and this idea can be transferred to business.

The "OODA loop", which seems to be a new theory, is very familiar to Japanese business people, which is a hint inspired by Boyd's theory. After the end of the East-West Cold War, what he learned to clarify the nature of competition and confrontation was Sunzi's martial arts, tactical books written by Japanese sword masters, and the Toyota production system.

The OODA loop, which fosters mutual trust among members belonging to the organization and enables instantaneous situational judgment and action by "implicit understanding", is the opposite of the conventional business theory that "implicit culture of tacit knowledge" To go.

▪️ What leads to victory?

In order for an organization that is inferior in number and quantity to win, the concept of “blitzkrieg” that emphasizes speed is effective, and the mobility (agility) that responds immediately to environmental changes is the source of competitive advantage.

Agility means "the ability to instantly respond to the dizzying changes in the environment that occur in the outside world, and to change our own direction and the way we should go".

The point of applying agility is to continue to adapt one's direction to the real world when ambiguity, confusion, and sudden changes occur.

▪️ Four attributes that make a successful blitzkrieg

"The action of suddenly creating confusion" is the basis of the blitzkrieg strategy.

Those who practice blitzkrieg must freely use their creativity, intelligence, and morale, rather than blindly submitting to orders. This kind of organizational culture was gradually developed, mainly in Germany. Boyd analyzed the factors that led the German army to succeed in the blitz, and extracted the following four attributes. We called these the "organizational culture for successful operations".

(1) Mutual trust: Oneness, unity
(2) Cutaneous sensation: an intuitive sensation of complex and potentially chaotic situations
(3) Leadership contract: a mission to improve leadership in the field
(4) Focus and directionality: Unshaken axis to complete the operation

These attributes give superiority to those who work in a confused and endangered environment.

▪️ What is "OODA Loop"?

Boyd analyzed numerous battles and theorized and integrated the "OODA Loop."

・Observe: The environment must be observed. The environment includes yourself, your enemies, their physical, psychological, and mental states, and potential foes and foes.

・Orientation: Orient yourself by making a judgmental judgment about what all the observations mean.

-Decide: Certain decisions must be made.

-Act: The decision must be put into action.

It is important to note that the OODA loop has a path of "implicit guidance/control" that directly links "action judgment" to "action" without going through "decision making." This indicates that it is ideal to rotate the OODA loop instantaneously by implicit communication.

Implicit communication means the communication of imagination. By eating the same pot of rice and accumulating common experiences, mutual trust will be fostered and Aun will be able to breathe. This is something Japanese companies have traditionally been good at.

▪️ Respect mutual trust

The essential element for promoting high-speed operation of the OODA loop is "mutual trust" expressed in terms of unity, cohesion, and unity.

People tend to move spontaneously in a trustworthy atmosphere. Spontaneous search and execution without waiting for permission from the boss is important for high-speed operation of the OODA loop. Mutual trust is created from a common experience. Working groups form a common set of values, enabling implicit and swift communication. This is what the military is trying to cultivate in early recruitment training, or boot camps.

Very comfortable theory (^-^)

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