4CMInsideOODA.pptVIP

(c) Chet Richards, 2008 Crisis Management: Operating Inside Their OODA Loops Chet RichardsJ. Addams PartnersAtlanta April 4, 2008 Why we’re here today Leadership (a la Boyd) Appreciation and leadership [Organic Design, Chart 34] Nature Appreciation and leadership permit one to discern, direct and shape what is to be done as well as permit one to modify the direction and shaping by assessing what is being done or about to be done (by friendlies as well as adversaries). What does this mean? Appreciation, as part of leadership, must provide assessment of what is being done in a clear unambiguous way. In this sense, appreciation must not interact nor interfere with the system but must discern (not shape) the character/nature of what is being done or about to be done; whereas Leadership must give direction in terms of what is to be done also in a clear unambiguous way. In this sense, leadership must interact with the system to shape the character or nature of that system in order to realize what is to be done. Implication Assessment and discernment should be invisible and should not interfere with operations while direction and shaping should be evident to system—otherwise appreciation and leadership do not exist as an effective means to improve our fitness to shape and cope with unfolding circumstances. Why are appreciation and leadership important? The simple answer is that they permit people to: Operate inside opponents’ OODA loops Create organizations that can operate inside opponents’ OODA loops Evolve organizations that become continually better at operating inside opponents’ OODA loops “Operate inside opponents’ OODA loops” Transients Observe, orient, decide and act more inconspicuously, more quickly, and with more irregularity or put another way Operate inside adversary’s observation-orientation-decision action loops or get inside his mind-time-space. Intentions Probe and test adversary to unmask strengths, weaknesses, maneuvers, and intentions. Employ a va