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OODA
The OODA loop (observe, orient, decide, act) is a decision-making model developed by United States Air Force Colonel John Boyd (military strategist), John Boyd. He applied the concept to the combat operations process, often at the operational level during military campaigns. It is often applied to understand commercial operations and learning processes. The approach explains how agility can overcome raw power in dealing with human opponents. The OODA loop As can be seen from the diagram, the OODA loop includes continuous collection of feedback and observations. This enables late commitment, which is an important element of agility. This is in contrast to the PDCA (plan–do–check–act) cycle which requires early commitment. Use in law and business The OODA loop has become an important concept in litigation strategy, litigation, business, law enforcement, management education, military strategy and Computer security, cyber security, and cyberwarfare. According to Boyd, decis ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
John Boyd (military Strategist)
John Richard Boyd (January 23, 1927 – March 9, 1997) was a United States Air Force fighter pilot and Pentagon consultant during the second half of the 20th century. His theories have been highly influential in military, business, and litigation strategies and planning. As part of the Fighter Mafia, Boyd inspired the Lightweight Fighter program (LWF), which produced the General Dynamics F-16 Fighting Falcon and preceded McDonnell Douglas F/A-18 Hornet. Boyd, together with Thomas Christie, created the Energy–Maneuverability theory of aerial combat, which became the world standard for the design of fighter aircraft. He also developed the decision cycle known as the OODA loop, the process by which an entity reacts to an event. Early life Boyd was born on January 23, 1927, in Erie, Pennsylvania. He was one of five children born to Elsie Beyer Boyd and Hubert Boyd. Hubert was raised Catholic and Elsie was a German Presbyterian. Boyd enlisted in the Army Air Forces on Oc ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Litigation Strategy
Litigation strategy is the process by which counsel for one party to a lawsuit intends to integrate their actions with anticipated events and reactions to achieve the overarching goal of the litigation. The strategic goal may be the verdict, or the damages or sentence awarded in the case. Alternatively, in the case of impact litigation (also known as strategic litigation) the goal may be more far-reaching, such as setting legal precedent, affecting consumer-safety standards, or reshaping the public's perception of a societal issue. Broader goals and more challenging cases require a strategist with a greater understanding of, and facility with, the tools of litigation strategy. Attorneys who apply advanced strategic concepts (such as Maneuver and the Boyd Loop), which are not taught in most law schools, may gain a decisive advantage over attorneys who are unfamiliar with the skill set and who, because of their unfamiliarity, can be unwittingly maneuvered into disadvantageous acti ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Situation Awareness
Situational awareness or situation awareness, often abbreviated as SA is the understanding of an environment, its elements, and how it changes with respect to time or other factors. It is also defined as the perception of the elements in the environment considering time and space, the understanding of their meaning, and the prediction of their status in the near future. It is also defined as adaptive, externally-directed consciousness focused on acquiring knowledge about a dynamic task environment and directed action within that environment. Situation awareness is recognized as a critical foundation for successful decision making in many situations, including the ones which involve the protection of human life and property, such as law enforcement, aviation, air traffic control, ship navigation,Nullmeyer, R.T., Stella, D., Montijo, G.A., & Harden, S.W. (2005). Human factors in Air Force flight mishaps: Implications for change. Proceedings of the 27th Annual Interservice/Industry T ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Jamie Dimon
James Dimon ( ; born March 13, 1956) is an American businessman who has been the chairman and chief executive officer (CEO) of JPMorgan Chase since 2006. Dimon began his career as a management consultant at Boston Consulting Group. After earning an MBA from Harvard Business School in 1982, he joined American Express, working under the mentorship of Sandy Weill. In 1986, at age of 30, Dimon was appointed chief financial officer (CFO) of Commercial Credit and later became the firm's president. He was chief operating officer (COO) of both the insurer Travelers and the brokerage firm Smith Barney from 1990 to 1998, when he became president of Citigroup. In 2000, he was appointed CEO of Bank One, overseeing its operations until merger with JPMorgan Chase in 2004. Dimon then became COO of JPMorgan Chase, assuming the role of CEO in 2006. He was on the board of directors of the Federal Reserve Bank of New York during the late 2010s. Dimon was included in ''Time'' magazine's 2006, 2 ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Maneuver Warfare
Maneuver warfare, or manoeuvre warfare, is a military strategy which emphasizes movement, initiative and surprise to achieve a position of advantage. Maneuver seeks to inflict losses indirectly by envelopment, encirclement and disruption, while minimizing the need to engage in frontal combat. In contrast to attrition warfare where strength tends to be applied against strength, maneuver warfare attempts to apply strength against weakness in order to accomplish the mission. Maneuver warfare, the use of initiative, originality and the unexpected, combined with a ruthless determination to succeed, seeks to avoid opponents' strengths while exploiting their weaknesses and attacking their critical vulnerabilities and is the conceptual opposite of attrition warfare. Rather than seeking victory by applying superior force and mass to achieve physical destruction, maneuver uses preemption, deception, dislocation, and disruption to destroy the enemy's will and ability to fight. Historicall ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Mental Model
A mental model is an internal representation of external reality: that is, a way of representing reality within one's mind. Such models are hypothesized to play a major role in cognition, reasoning and decision-making. The term for this concept was coined in 1943 by Kenneth Craik, who suggested that the mind constructs "small-scale models" of reality that it uses to anticipate events. Mental models can help shape behaviour, including approaches to solving problems and performing tasks. In psychology, the term ''mental models'' is sometimes used to refer to mental representations or mental simulation generally. The concepts of schema and conceptual models are cognitively adjacent. Elsewhere, it is used to refer to the "mental model" theory of reasoning developed by Philip Johnson-Laird and Ruth M. J. Byrne. History The term ''mental model'' is believed to have originated with Kenneth Craik in his 1943 book ''The Nature of Explanation''. Georges-Henri Luquet in ''Le dessin enfant ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
PDCA
PDCA or plan–do–check–act (sometimes called plan–do–check–adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. It is also known as the Shewhart cycle, or the control circle/cycle. Another version of this PDCA cycle is OPDCA. The added stands for ''observation'' or as some versions say: "Observe the current condition." This emphasis on observation and current condition has currency with the literature on lean manufacturing and the Toyota Production System. The PDCA cycle, with Ishikawa's changes, can be traced back to S. Mizuno of the Tokyo Institute of Technology in 1959. The PDCA cycle is also known as PDSA cycle (where S stands for ''study''). It was an early means of representing the task areas of traditional quality management. The cycle is sometimes referred to as the Shewhart / Deming cycle since it originated with physicist Walter Shewhart at the Bell Telephone Laborator ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Decision Cycle
A decision cycle or decision loop is a sequence of steps used by an entity on a repeated basis to reach and implement decisions and to learn from the results. The "decision cycle" phrase has a history of use to broadly categorize various methods of making decisions, going upstream to the need, downstream to the outcomes, and cycling around to connect the outcomes to the needs. A decision cycle is said to occur when an explicitly specified decision model is used to guide a decision and then the outcomes of that decision are assessed against the need for the decision. This cycle includes specification of desired results (the decision need), tracking of outcomes, and assessment of outcomes against the desired results. Examples of decision cycles * In quality control, PDCA (Plan–Do–Check–Act) is used. * In science, the scientific method (Observation–Hypothesis–Experiment–Evaluation) can also be seen as a decision cycle. * In the United States Armed Forces, a theory of ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Problem Solving
Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. Problems in need of solutions range from simple personal tasks (e.g. how to turn on an appliance) to complex issues in business and technical fields. The former is an example of simple problem solving (SPS) addressing one issue, whereas the latter is complex problem solving (CPS) with multiple interrelated obstacles. Another classification of problem-solving tasks is into well-defined problems with specific obstacles and goals, and ill-defined problems in which the current situation is troublesome but it is not clear what kind of resolution to aim for. Similarly, one may distinguish formal or fact-based problems requiring G factor (psychometrics), psychometric intelligence, versus socio-emotional problems which depend on the changeable emotions of individuals or groups, such as Emotional intelligence, tactful behavior, fashion, or gift choices. Solutions require suff ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Learning Cycle
A learning cycle is a concept of how people learn from experience. A learning cycle will have a number of stages or phases, the last of which can be followed by the first. John Dewey In 1933 (based on work first published in 1910), John Dewey described five phases or aspects of reflective thought: Kurt Lewin In the 1940s, Kurt Lewin developed action research and described a cycle of: # Planning # Action # Fact finding, about the result of the action Lewin particularly highlighted the need for fact finding, which he felt was missing from much of management and social work. He contrasted this to the military where Kolb and Fry In the early 1970s, David A. Kolb and Ronald E. Fry developed the experiential learning model (ELM), composed of four elements: #Concrete experience #Observation of and reflection on that experience #Formation of abstract concepts based upon the reflection #Testing the new concepts Testing the new concepts gives concrete experience which can be observed ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Management Cybernetics
Management cybernetics is concerned with the application of cybernetics to management and organizations. "Management cybernetics" was first introduced by Stafford Beer in the late 1950s and introduces the various mechanisms of agency (philosophy), self-regulation applied by and to organizational settings, as seen through a cybernetics perspective. Beer developed the theory through a combination of practical applications and a series of influential books. The practical applications involved steel production, publishing and operations research in a large variety of different industries. Some consider that the full flowering of management cybernetics is represented in Beer's books. However, learning continues (see below). Research into operations As practiced by Beer, research into operations involved multidisciplinary teams seeking practical assistance for difficult managerial issues. It often involved the development of models borrowed from basic sciences and put into an isomorp ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
