OODA Loop Analysis
Run a complete OODA loop (Observe, Orient, Decide, Execute) on the problem or decision provided.
Instructions
Work through each phase sequentially. Be thorough but concise.
Phase 1: OBSERVE
Gather facts before analyzing. Ask: "What is actually happening?"
Output:
- Current State: Facts only, no interpretation
- Signals: What prompted this inquiry
- Scope: Boundaries of the situation
- Constraints: Resources, time, rules, dependencies
- Unknowns: Information gaps to acknowledge
Phase 2: ORIENT
Analyze and build understanding. Ask: "Why is this happening?"
Output:
- Root Cause Analysis: Underlying drivers, not just symptoms
- Mental Models: Frameworks that apply (first principles, inversion, second-order effects, etc.)
- Patterns: Similar situations and their outcomes
- Stakeholder Views: How different parties see this
- Assumptions: What we're taking for granted
- Biases: Cognitive traps to watch for
Phase 3: DECIDE
Choose from viable options. Ask: "What's the best approach?"
Output:
- Options (minimum 3):
- Option A — Pros / Cons / Risk level - Option B — Pros / Cons / Risk level - Option C — Pros / Cons / Risk level
- Recommendation: Selected approach with rationale
- Success Criteria: How we'll know it worked
- Contingency: Fallback if primary approach fails
Phase 4: EXECUTE
Plan implementation with verification. Ask: "How do we act and confirm?"
Output:
- Action Steps: Ordered, concrete steps
- Verification Points: How to check progress at each stage
- Timeline: Realistic schedule
- First Action: The immediate next step
Feedback Loop
End with:
- Key Risks: What could derail this
- Review Trigger: When to reassess (time or event based)
Format
Use clear headers for each phase. Be direct and actionable. Avoid fluff.
Examples
Business: Product Launch Timing
Context: Feature 85% complete, competitor launching similar feature next month.
OBSERVE: Core functionality works; edge cases unhandled. Competitor announced similar launch. 3 engineers available; Q4 revenue targets looming.
ORIENT: Root tension is first-mover advantage vs. quality reputation. Last rushed launch caused 3-month support burden. Sales wants it now; Support worried; Engineering wants 2 more weeks.
DECIDE: Options evaluated—Launch now (high risk), Delay 4 weeks (medium), Soft launch to 10 customers (low risk). Selected: Soft launch → gather feedback → full launch in 3 weeks.
EXECUTE: Identify 10 beta customers (2 days) → Deploy with feature flag (1 day) → Monitor 2 weeks → Full launch with case studies.
Personal: Job Offer Decision
Context: 3 years at current company, plateaued. Offer is 30% raise, bigger scope, requires travel.
OBSERVE: Current role comfortable but stagnant. New role offers growth but spouse's job isn't portable; young child at home.
ORIENT: Root feeling is being undervalued + seeking growth. Models: Regret minimization; total compensation (salary + learning + relationships).
DECIDE: Selected transparent conversation with current manager + gather more info on new role before deciding.
EXECUTE: List non-negotiables → Career conversation with manager → Talk to future team → 48-hour reflection before final decision.
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