Robert Coram

“Understanding the OODA loop enables a commander to compress time - that is, the time between observing a situation and taking an action. A commander can use the temporal discrepancy (a form of fast transient) to select the least-expected action rather than what is predicted to be the most effective action. The enemy can also figure out what might be the most effective. To take the least-expected action disorients the enemy. It causes him to pause, wonder, to question.”

“Thinking about operating at a quicker tempo - not just moving faster - than the adversary was a new concept in waging war. Generating a rapidly changing environment - that is, engaging in activity that is quick it is disorienting and appears uncertain or ambiguous to the enemy - inhibits the adversary's ability to adapt and causes confusion and disorder that, in turn, causes an adversary to overreact or underreact. Boyd closed the briefing by saying the message is that whoever can handle the quickest rate of change is the one who survives.”

“Generating a rapidly changing environment--that is, engaging in actively that is so quick it is disorienting and appears uncertain or ambiguous to the enemy--inhibits the adversary's ability to adapt and causes confusion and disorder that, in turn, causes an adversary to overreact or underreact. Boyd closed the briefing by saying the message is that whoever can handle the quickest rate of change is the one who survives.”

“If our mental processes become focused on our internal dogmas and isolated from the unfolding, constantly dynamic outside world, we experience mismatches between our mental images and reality. Then confusion and disorder and uncertainty not only result but continue to increase. Ultimately, as disorder increases, chaos can result. Boyd showed why this is a natural process and why the only alternative is to do a destructive deduction and rebuild one’s mental image to correspond to the new reality.”

“He told Burton to always keep the initiative. “And you must never panic. When they surprise you, even if the surprise seems fatal, there is always a countermove.” Boyd gave Burton three guiding principles. The first was the most difficult and most familiar to anyone who had worked with Boyd. “Jim, you can never be wrong. You have to do your homework. If you make a technical statement, you better be right. If you are not, they will hose you . And if they hose you, you’ve had it. Because once you loose credibility and you are no longer a threat, no one will pay attention to what you say. They won’t respect you and they won’t pay attention to you”