Decision-Making: Taking Action with Reason The end result of any decision is action. Action based on reason, intuition, planning, or circumstance it is still action. The best course of action often is determined by the implementation of a decision making process. This process or model can be rational based or intuitive base.
It is possible to combine the intuitive and rational decision models. The OODA (Observation, Orientation, Decision, Action) Loop acknowledges the existence of intuition within the context of reason. Col. John Boyd, USAF (Ret) is credited with the formalization of this thought process.
The concept breaks the decision making process into four elements: Observation, Orientation, Decision, and Action. Observation is the information gathering stage. This includes situation assessment, outcome determination, research, and determining the variables impacting the situation. Orientation encompasses experiences, cultural influences, genetics, and forthcoming information. Decision is the application of the Observation and Orientation stages to form a viable plan of execution.
Action is the execution of the decided plan. A key element to this model is that all stages are part of an ongoing process that can be utilized to make quick, effective decisions. (MindSim Corporation [MindSim Corp. ], 2000) The OODA Loop is currently in use for my company’s conversion project. We are consolidating divisions, systems, and resources in addition to converting one division’s servicing and reporting platform to a new platform. The deadline for the first stage of this process is July 31, 2005.
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Good decision making is an essential skill for career success generally, and effective leadership particularly. If you can learn to make timely and well-considered decisions, then you can often lead your team to spectacular and well deserved success. However, if you make poor decisions your organization can tumble. Regardless of the size of business you are in whether a large corporation, a small ...
This stage will have taken place within a 6-month time frame from the Observation stage to the final completion of action. At this junction my department, Information Services (IS), has begun conducting a separate model to determine what action needs to be taken to enable the successful completion of this project. To date, the Observation and Orientation stages of this operation have been completed by IS. This was accomplished via brain storming sessions, system assessments, business needs analysis, inventory of skills, inventory of needs, and gathering pertinent information from the other departments involved. We are currently in the Decision and Action stages.
We have formulated a base plan of action that has begun in regards to our database and data generation. Conversion of data and reports from the current database to the new database has begun while simultaneously researching and determining if any elements are missing. In terms of OODA-we are moving forward while maintaining activity in Observation and Orientation. The Action stage has begun in that code is being developed to accommodate the Decisions, which have been made to support the consolidation effort. Our ability to operate under this model is key to the success of this project. Everyone has an understanding of what we are to accomplish and by when.
These are also key elements to success of any OODA model implementation. In addition, we have the authority to take action and make changes as needed. This model relies upon the concept that everyone can think critically about the tasks required, the environment and even the business. Part of our critical thought process is realigning our business goals. We are streamlining our structure in not only our data retrieval, but also how the business will change in regards to the consolidation. Throughout this process we are clarifying and forcing the business to clarify its goals and objectives.
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We are also determining if the current data structure and reporting structure are relevant to the direction the business is taking and the support required. As Business Analysts, Developers, and Programmers we are ensuring that the data transformation between the systems is seamless and correct. The impact of a critical thought process, incorporated with the OODA model, is that we are becoming a more efficient, flexible group. New business mechanisms are being found. New technology is being incorporated. Communication between the corporate offices and satellite offices is being fostered and flourishing.
The overall impact upon the decisions being made is the realignment of work towards the common goal of consolidation. Decisions that I am personally responsible for involve the implementation and consolidation of business logic for several key functions. It is my responsibility to clarify for the developers and business the systemic logic behind their reporting. In addition, if needed I am to have the logic adjusted to still meet the business needs in the new environment.
The critical thought process I use follows the OODA decision making process. To further define: I assess the situation, clarify the goals, determine the relevance to the goal, uncover dependencies, determine the course of action, and act. To date this has resulted in my becoming an integral part of not only my department, but also the project as a whole. I am an information repository and a decision-maker. My father once told me that a good military officer takes action-make the decision and go, adjust as new information and observations become available. That is OODA and the thought process I have followed since I was a child.
This process allows for quick, effective, flexible and rational decisions that accommodate the intuition everyone has as a result of experiences, genetics, and our physical or mental environments. This is the process in use by the United States military and has been adapted / adopted by Corporate America, sports organization, and educators. The OODA Loop is a viable and effective decision making model. It compasses the core of critical thought and decision planning while maintaining that reason and intuition drive decisions.
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The history of strategic planning begins in the military. According to Webster's New World Dictionary, strategy is 'the science of planning and directing large-scale military operations, of maneuvering forces into the most advantageous position prior to actual engagement with the enemy' (Guralnic, 1986). Although our understanding of strategy and applying strategic planning in management has been ...
