Maneuvering in Time. It may be said that in the future I may lose a battle, but I shall never lose a...
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Transcript of Maneuvering in Time. It may be said that in the future I may lose a battle, but I shall never lose a...
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Maneuvering in Time
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It may be said that in the future I may lose a battle, but I shall never lose a minute.
~Napoleon3
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Strategy is the science of making use of space and time. I am more jealous of the latter than the former. We can always recover lost ground, but never lost time.
~Field Marshal August Grief Gneisenau
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Admiral Horatio Nelson…whose mind never rested, who calculated the relative positions of ships and shorelines as a master chess player does pieces and squares, who consumed information of every sort with the compulsion of an addict, who sought decision in battle with the relentlessness of a great financier poised to obliterate his commercial competitors.
Intelligence in War John Keegan
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Four Dimensional Reality
Tactical Operations always unfold in at least four dimensions
Space (Length, Width & Height)♦ Maneuver Elements are Physical
Personnel, Vehicles & Supplies
Time♦ Maneuver Elements are Intangible
Actions, Events, Circumstances & Opportunities
Three Major Factors for Maneuvering in Time♦ Density, Initiative and Tempo
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All Planning Attempts to Alter the FutureConsequently, All Planning is Future OrientedThe Future is Plural!
Tactics or Timing24
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Tactical Operations are Always Time Sensitive
Some are Time Competitive
Opportunities are always linked with Time
Initiative is linked with Time
Tempo is a measurement of Speed
When is as Important as How!23
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• Maneuver in Space is measured in Distance♦ Early Identification and Control of Key Terrain is Critical
• Maneuver in Time is measured in Speed♦ Ability to Recognize and Exploit Opportunities is Critical♦ Opportunities are Elusive, Sporadic and Fleeting
Four Dimensional Maneuver22
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Density
• Density in Space refers to the Numbers of Personnel, Vehicles, and so forth
• Density in Time refers to the Quantity of Activities per Unit of Time
• Congestion occurs in Time as well as Space♦ OBE Concept
• OBE Countermeasures♦ “Clearing the Decks” by Removing Distractions♦ Demanding Standard Formats♦ Insisting on Recommendations from Trusted Subordinates♦ Delaying Nonessential Decisions
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What Difference Does it Make Who Goes First?
Initiative
• Initiative means the Freedom of Action or the Ability to “Carry Through”
• This Corresponds to Power
• Implied Objective of every tactical operation is to gain and maintain the initiative
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• Tempo - the Speed or Rhythm of Activity
• Like Initiative, Tempo Provides Freedom of Action
• Provides Opportunities through Surprise
• Tempo is Relative, NOT Fast, only Faster
Tempo20
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AsymmetricStrategy
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“fight the fight that fits one’s weapons, and make [asymmetric] weapons to fit the fight”
Unrestricted WarfareQiao Liang & WangXiangsui
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“there are no rules, nothing is forbidden.”
16 Unrestricted WarfareQiao Liang & WangXiangsui
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MIGvs. the F-8612
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Machines don't fight wars
Terrain doesn't fight wars
Humans fight wars
You must get into the mind of humans
That's where the battles are won
Col. John (Jack) Boyd
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Boyd’s Cycle
• Creation of Col. John Boyd USAF (Ret.)
• Just as Often Called the “OODA Loop”
• It is Descriptive, Rather than Prescriptive in Nature
• It is Dynamic and Repetitive!
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Boyd’s Cycle OBSERVATION
• Becoming Aware of the Physical Surroundings, Lighting Conditions, Weather, Terrain, the Adversary, Ourselves
• The First Step in Separating the Relevant from the Volume
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Boyd’s Cycle ORIENTATION
• Situation is too Chaotic and Fluid to Process Information as Fast as We Can Observe It
• Requires a “Freeze-Frame” Concept to Provide a Perspective
• Orientation Provides the Foundation for Understanding
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OBSERVE DECIDEDECIDE ACT
OBSERVEOBSERVE
ORIENTORIENTORIENT
CULTURALTRADITIONSCULTURAL
TRADITIONS
NEWINFORMATION
NEWINFORMATION
TRAINING andEXPERIENCE
TRAINING andEXPERIENCE
GENETICHERITAGEGENETIC
HERITAGE
ANALYSESAND
SYNTHESIS
ANALYSESAND
SYNTHESIS
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Boyd’s Cycle DECISION
• Takes into Account All Factors Present at the time of our Orientation
• Conclusions are Drawn Based Upon our Understanding
• Decisions Must be Made to Influence the Outcome
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Boyd’s Cycle ACTION
• Actions Without Decisions are Reckless and Decisions without Actions are Pointless
• Implementation of the Decision
• Because Actions will Change the Situation, the Cycle Begins Again
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A Better Way to Think of OODA “Loop” Speed
Observe Decide Act
Action(Test)
ImplicitGuidance
& Control
ImplicitGuidance
& Control
Observations
UnfoldingCircumstances
OutsideInformation
FeedForward
Orient
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Paradigm
We observe it
We understand it
We react to it more quickly than the competition
Fast Cycle Conventional
• Claims Internally: enhance innovation, increase productivity, and improve quality.
• Externally: better anticipate market trends, more quickly respond to competitors’ actions, enhance customer loyalty.
• Leading to: increased market share and improved margins
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Strategy a la Boyd
A Modern Paradigm of Conflict
If necessary, immediately frustrate opponents’ designs so that we may
Use agility (rapid OODA speed) to:
♦ Confuse their decision processes♦ Damage their morale♦ Open up vulnerabilities♦ Exploit vulnerabilities
Continue with Step 2 until the enemy surrenders or is defeated.
• Probe and test adversary to unmask weakness
• Interweave menace, uncertainty, and mistrust
• Move along paths of least resistance
• Exploit differences, frictions and obsessions (within) the adversary
• Subvert, disorient, disrupt, overload, or seize adversary’s critical connections, centers, and activities
• .
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OODA LOOPOODA LOOP
GOAL 1Speed up your
cycle from a quickness
perspective
OBSERVEOBSERVE
DECIDEDECIDEORIENTORIENT
ACTACT
3
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OODA LOOPOODA LOOP
GOAL 2Disrupt their
process; getting inside their loop
OBSERVEOBSERVE
DECIDEDECIDEORIENTORIENT
ACTACT
2
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“Decision Cycle” OODA Loop4
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Questions?