One of the things that used to drive Boyd nuts was trusting to “luck”: Once you’ve run through your bag of tricks, you give up and “trust to luck.” We’ve done all we can. It’s out of our hands now.
Boyd would insist that you never do this, that you keep on building snowmobiles and learning from the results right up until the end. Keep your team from “coming unglued,” as he would put it. This is not luck but lots of clear thinking, hard work, and leadership before and during the conflict.
A little of this flavor comes from a recent interview in The Guardian by Peter Thiel, of “monopoly is good” (WSJ — paywall) fame. I had never thought of “luck” as being an atheistic god, but he may have a point:
What I do think is that as a society we attribute too much to luck. Luck is like an atheistic word for God: we ascribe things to it that we don’t understand or don’t want to understand. As a venture capitalist, I think one of the most toxic things to do is to treat the people I’m investing in as lottery tickets where I say: “Well I don’t know if your business is going to work. It might, it might not.” I think that’s a horrible way to treat people. The anti-lottery ticket approach is to try to achieve a high level of conviction, to ask: “Is this a business that I have enough confidence in that I would consider joining it myself?”
In other words, Fingerspitzengefühl as an antidote to “luck.” I think this is an interpretation that Boyd would have liked.
“Uncertainty” is reality; it’s the climate of all competition, and like climate, it affects all competitors. So as Richards’ Third Law states:
If you lost because of luck, you were a loser going in.
It would be like a general blaming his debacle on rain.
Uncertainty is really nasty stuff, so you don’t want to leave it to chance. The essence of Boyd’s approach to tactics is that you don’t have to wait on acts of God — you can create the climate of uncertainty yourself, you can build your own Fog of War Machine.