- I've read quite a bit about OODA loops, and on John Boyd's life in the past; somewhat embarrassingly I don't quite think too much stuck beyond a basic sense of urgency and the desire to reality test aggressively.
- RibbonFarm has a much more nuanced take: https://www.ribbonfarm.com/2021/12/06/thinking-in-ooda-loops/, which I'm interpreting solely based on the slide deck and without the talk.
- Operate in real time
- Make time if you don't have it
- Consider things beyond their functions
- I'd like to imagine that this is an invitation to apply lateral thinking
- Perception is not reality
- (Aside: A leadership session I attended told me the opposite; perception is reality as you need to deal with the consequences of that perception. But that shouldn't affect reality based decision-making.)
- Test ideas through sparring
- No arguments with this one; the best designs I've built are generally a result of a consistent back and forth with different people with different priorities and perspectives.
- As long as I can avoid designing by committee.
- Develop deep organizational memory
- This is one of my biggest frustrations, and potentially why I like to switch teams at the 2-3 year mark; it's incredibly demotivating to see the same cycles play out again and again.