Design Thinking and the OODA Loop Sketch

Editor's Notes

• #2: Design Thinking and the OODA Loop Sketch: Comparing perspectives on Innovation and Winning by Mark A Hart, NPDP
• #3: Outline This presentation provides an introduction to the Design Thinking process model as it relates to innovation. I will provide a brief introduction to the OODA Loop sketch in terms of winning and losing. The presentation will compare innovation and winning
• #4: Design Thinking is a "formal method for practical, creative resolution of problems or issues, with the intent of an improved future result."
• #5: Some illustrations of a process model for Design Thinking include six process phases.
• #6: The Design Thinking process phases are: Understanding: Typically characterized by communication with other stakeholders and research. The goal is to collect existing information and become an expert. Observe: Typically characterized by designers conducting interviews and observing people with a problem. The goal is to gather insight about the needs of users. Point of View: Typically characterized by storytelling, clustering insights, and synthesis. The goal is to shape the perspective of each team member. Ideation: Typically characterized by brainstorming, clustering ideas, and prioritizing. The goal is to generate ideas for possible solutions and then select one idea for more development. Prototyping: Typically characterized by creating models, role playing, developing videos and graphics, and creating prototypes. Test: Typically characterized by observing individuals interacting with prototypes. The goal is to gather feedback from users and stakeholders about the concept and the prototype.
• #7: The exclusive OR gateway (illustrated as an ‘X’ in a diamond shape) is a decision point for releasing/shipping the product to the market.
• #8: To some, a Design Thinking approach suggests that individuals can improve their potential for innovation by embracing a perspective consistent with that of the role of a designer. Alternatively, individuals without formal design training can embrace a design thinking approach as a complement to techniques associated with a master of business administration approach to management.
• #9: When employed for new product development, Design Thinking is an approach to innovation, not a guarantee. The product may be an innovation or a relatively worthless result. The market decides. Proponents of Design Thinking include the Hasso Plattner Institute of Design (D-school) at Stanford University, Roger Martin at the University of Toronto, and Tim Brown of Ideo.
• #10: The OODA Loop Sketch was presented in “The Essence of Winning and Losing” briefing to the public in June of 1995 by John Boyd, a retired US Air Force Colonel. His sketch encapsulated ideas that he had developed since his time as a US Air Force fighter pilot in the late-1950s.
• #11: One OODA Cycle, which includes concurrent observation, orientation, decision, action, and unfolding interaction with environment, can occur in a moment. The duration of the OODA cycle can be represented by the width of one group of OODA components.
• #12: This graphic represents two sequential OODA Cycles. The duration is the same for each cycle.
• #13: This graphic represents three sequential OODA Cycles. The duration of the third cycle is shorter than the others.
• #14: This graphic represents four sequential OODA Cycles. The duration of the third and forth cycles are shorter than the others.
• #15: This approach can be expanded to represent competitive encounters. This is a simplified, illustrated version of a series of air-to-combat maneuvers with corresponding OODA loops during a competitive encounter between fighter pilots (represented by BLUE and RED) plus several gunsight images. This illustration includes a representation of "getting inside an OODA loop.”
• #16: The upper illustration represents a series of OODA cycles that result in an win for an individual. The lower series OODA loops represents a competitive encounter and a win.
• #17: Approaches that can be employed to shape a competitive win include: Discerning tactical dispositions Detecting mismatches Generating mismatches in time, tempo, or rhythm Generating mismatches in ability Novelty Cheng/Ch’i Shih and the node Manipulating friction Generating confusion for the adversary while promoting harmony within your network
• #18: Approaches that can be employed to shape a group win include: Harmony Adaptability Cycle time Schwerpunkt (a concept that provides focus and direction)
• #19: Similarities of the Design Thinking Process Model and the OODA Loop Sketch The Understand item of the Design Thinking process model is similar to the Unfolding Circumstances and Outside Information items of the OODA Loop sketch. The Design Thinking process model and the OODA Loop sketch include Observation components. The Point of View component with its storytelling and synthesis items in the Design Thinking process model is similar to the Orientation component with its prior experience, cultural traditions, and analyses & synthesis items of the OODA Loop sketch. The Ideation and Prototype items of the Design Thinking process model are similar to the Decision and Action items of the OODA Loop sketch. The Test component of the Design Thinking process model is similar to the Interaction with Environment item of the OODA Loop sketch. The phrase Design Thinking and the pre-cursors to the OODA Loop Sketch were developed in the 1970s, 80s, and 90s.
• #20: The process model of Design Thinking suggests that the time between “understanding” and “test” may have a duration of hours to years. A Design Thinking approach could be one sequential progression from understand to test. When there is negative feedback, focus may be re-established on a particular item (such as ideate) and the sequence is resumed from that item.
• #21: Perhaps the most significant difference of these approaches involves perspective. A Design Thinking approach has biases for certain orientations and tools. It tends to be prescriptive. An OODA Loop approach embraces wider perspectives and requisite variety.
• #22: Regardless of the approach, a way to recognize a win provides focus and direction throughout the project. A win may be recognized by significant developments such as a achieving a desired experience, solving a particular problem, or completing a job.
• #23: Here is an example… In freshly fallen snow, my friends and I want to experience the exhilaration associated with being a fighter pilot. This statement has a few boundary conditions but does not specify a specific solution or technology. In an OODA Loop approach, achieving a win will require multiple cycles of analyses and synthesis. No solution has been specified. Some boundary conditions have been specified. The solution can be experienced by a group of individuals. The cost to achieve this experience is low enough so that friends can participate. The cost is less than that of obtaining aircraft. The pre-qualification time need to be a few hours or so and that is less than then that required to earn pilot certification. Extreme physical fitness is not required.
• #24: To prepare for winning, it is helpful to understand Boyd’s explanation of analyses and synthesis. The Orientation component of the OODA Loop sketch contains an Analyses and Synthesis item. During his briefings, Boyd used a thought experiment to convey his concept of analyses and synthesis. (Boyd, The Strategic Game of ? and ?, 1987)
• #25: To prepare for an informed analyses: Imagine that you are on a ski slope with other skiers and snowboarders — retain this image. Imagine that you are in an outboard motorboat — maybe even towing water-skiers—retain this image. Imagine that you are riding a bicycle on a nice spring day — retain this image. Imagine that you are a parent with your child observing some excavation. You notice that your child is fascinated by the tractors or tanks with rubber treads on the excavator — retain this image People Skiing and Snowboarding - 172 at https://www.flickr.com/photos/mt_hood_territory/8407904161/ from MtHoodTerritory.com. Creative Commons 2. Some rights reserved. 1958 Evinrude Lark Outboard Motor Advertisement Readers Digest June 1958 from SenseiAlan https://www.flickr.com/photos/91591049@N00/14714584344/ Creative Commons 2. Some rights reserved. Mountain bikers riding up a hill at https://www.flickr.com/photos/hutchike/4549229178/ from Kevin Hutchinson. Creative Commons 2. Some rights reserved.
• #26: To simulate analyses (pulling things apart), he asked attendees to imagine: Pull skis off ski slope; discard and forget the rest of the image. Pull outboard motor out of motorboat; discard and forget rest of image Pull handlebars off bicycle; discard and forget the rest of the image. Pull rubber treads off toy tractors or tanks; discard and forget the rest of the image. People Skiing and Snowboarding - 172 at https://www.flickr.com/photos/mt_hood_territory/8407904161/ from MtHoodTerritory.com. Creative Commons 2. Some rights reserved. 1958 Evinrude Lark Outboard Motor Advertisement Readers Digest June 1958 from SenseiAlan https://www.flickr.com/photos/91591049@N00/14714584344/ Creative Commons 2. Some rights reserved. Ride Sally Ride at https://www.flickr.com/photos/small_realm/14316774715/ from Bob Mical. Creative Commons 2. Some rights reserved.
• #27: To simulate synthesis, the selected items are transformed and combined. This should be a cohesive effort that requires design and engineering expertise. This synthesis may be a mental process, a virtual effort, or a low fidelity prototype. Boyd, The Strategic Game of ? and ?, 1987) Snowmobile sketch based on Polaris RMK.
• #28: In most cases, one instance of an analyses and synthesis effort is not enough for a win. The OODA Loop Sketch includes decision and action components. Likewise, one OODA cycle is not enough for a win.
• #29: Boyd’s revelation summarized his insights about winners and losers. “A loser is someone — individual or group — who cannot build snowmobiles when facing uncertainty and unpredictable change; Whereas, A winner is someone — individual or group — who can build snowmobiles, and employ them in an appropriate fashion, when facing uncertainty and unpredictable change.” (Boyd, Revelation, 1987) Boyd's distinction that winners "build snowmobiles, and employ them in an appropriate fashion" acknowledges that winners are capable of synthesizing options and they are persistent in evaluating the interaction of people with products. The phrase 'appropriate fashion' includes characteristics such as the product's features and the product's reliability. The word 'can' emphasizing timing factors (such as was there snow to test a snowmobile, technology readiness, and the current alternatives offered by competitors).
• #30: Winning requires more than defining the problem or analyses and synthesis. It requires is building and employing products in an appropriate fashion when there are unknowns. In 1917, Virgil D. White received a patent for "an attachment designed to convert a Model T into a 'Snowmobile,' a name coined and copyrighted by White" in 1913. Image from http://commons.wikimedia.org/wiki/File:Snowmobile_race.jpg. Trevor MacInnis. Creative Commons.
• #31: A winner is not required to be the inventor of a product or the first to market it. In 1917, Virgil D. White received a patent for "an attachment designed to convert a Model T into a 'Snowmobile,' a name coined and copyrighted by White" in 1913. http://www.postalmuseum.si.edu/museum/1d_Snowbird.html
• #32: The interplay of building, employing, and evaluating produces innovation. Boyd concluded that a "continuing whirl of reorientation, mismatches, analyses/synthesis and the novelty" is a "conceptual spiral for many desirable items, including innovation.” Boyd, Conceptual Spiral, 1992, 34
• #33: Individuals that embrace a Design Thinking approach tend to pursue innovation efforts from a specific perspective and to promote a specific process.
• #34: Individuals that embrace concepts encapsulated in Boyd's OODA Loop sketch strive to win with a “variety of possibilities as well as the rapidity to implement and shift among them” (Boyd, Patterns of Conflict, #176) Diversity within the network enables the variety of possibilities. In this graphic, diversity is represented by the variety of colors that represent a variety of specialty roles within the network. Skills enable rapid implementation. Implicit coordination enables rapid shifts. Coordination is represented by the connections. Adding and removing appropriate individuals enables the network to adapt and preserves agility. The arrow represents effort over time. Each series of OODA cycles contribute to that effort. Harmony of efforts is represented by the alignment of every series.
• #35: In Boyd's revelation, the capability to build and employ snowmobiles in an appropriate fashion, when facing uncertainty and unpredictable change was used recognize winners. The sketch on the left represents the design and building efforts. The image on the right represents employing gin an appropriate fashion.
• #36: Individuals within networks that have this capability are innovators.
• #37: Boyd’s revelation can be re-written as “An innovator is a winner — individual or network — who can build new products, and employ them in an appropriate fashion, when facing uncertainty and unpredictable change.”
• #38: This presentation included extracts from the book "Developing Winners: Assimilating the Insights Encapsulated in Boyd's OODA Loop" by OpLaunch founder, Mark A Hart.
• #39: If you would like to learn more about “Design Thinking and the OODA Loop Sketch: Comparing Perspectives on Innovation and Winning” or explore other new product development resources, I invite you to visit the OpLaunch website at www.oplaunch.com The “Development Experience” podcast is available on iTunes. Copyright Mark A Hart, September 7th, 2014.