New course on implementation from LeanKanban University

LeanKanban University has announced their newest course, Fit for Purpose, based on the book co-authored  by David J. Anderson.  The announcement describes the course this way:

This 2-day class will offer you significant new insights into how to optimize the effectiveness of your business, to produce fit-for-purpose products and services that delight your customers, making them loyal to your brand and increasing your share, revenues and margins, and to evaluate depth of Kanban implementations.

In Boyd’s terminology, “delight your customers, making them loyal to your brand and increasing your share, revenues and margins” is the Schwerpunkt. Everything else you do must support this objective, because if you can’t do this, then everything else you do is waste.

The philosophy of Fit for Purpose rests on the same foundation as other “lean” methodologies, such as the Toyota Production and Development Systems, and, for that matter, as the USMC doctrine of maneuver warfare (a subject I treat in some detail in Certain to Win).  This foundation sometimes goes by the acronym “EBFAS,” which is somewhat explained in an earlier post.  It turns out that companies that use this foundation — whether they got the ideas from Boyd or from other authors (e.g., Stalk & Hout, Tom Peters, Stephen Bungay) or discovered them on their own (Toyota & probably Apple) — have extraordinary capabilities to delight customers and so shape the marketplace.

I should confess to being less than unbiased.  I know David Anderson, have taught in a couple of his courses, reviewed the book Fit for Purpose, and am mentioned in it. Even so, I highly recommend this course no matter what field or industry you’re in.  It’s probably as close to a Boyd Symposium as we’ll get this year.

LeanKanban University has announced four sessions of Fit for Purpose during the first half of the year: February 25-26 and May 23-24 in Bilbao, Spain, April 8-9 in Hamburg, and May 20-21 in Seattle. Here’s a link to the schedule for all their leadership / management courses.

Empathy in Orientation

I tweeted a link to a Forbes article on empathy this morning, “Want more innovative solutions? Start with empathy.” by Tracy Bower.

Boyd explained his notion of orientation on chart 15 of Organic Design (available from the Articles link, above):

Orientation is an interactive process of many-sided implicit cross-referencing projections, empathies, correlations, and rejections that is shaped by and shapes the interplay of genetic heritage, cultural tradition, previous experiences, and unfolding circumstances.

I don’t recall any place where he defined “empathies,” or, for that matter, “empathy,” much less “projections,” “correlations,” or “rejections.”  These terms appear out of the ether, right after this chart:

organic_design_10

where he proclaims an “Insight” that:

Interactions, as shown, represent a many-sided implicit cross-referencing process of projection, empathy, correlation, and rejection. (OD, 11)

If you really want to have some fun, try briefing these two charts sometime.

Then, in his very last briefing, The Essence of Winning and Losing (also in Articles), he drew his infamous OODA “loop” sketch (his words), below which he recorded another “Insight”:

Also note how the entire “loop” (not just orientation) is an ongoing many-sided implicit cross-referencing process of projection, empathy, correlation, and rejection.

The Zen of Boyd?  I don’t know. Perhaps something to ponder. For example, if you squint hard at chart 10, are there other ways you could characterize these “interactions”?  And how is the Stuka pilot Hans Rudel an interaction?  Can you come up with some more relevant interactions to make a similar point about orientation?

Is it agility or adaptability?

I tend to think of “agility” as adaptability with a time dimension, that is, the ability to adapt more rapidly to new situations than can competitors or opponents.  That may not, however, be the only or even a very good way to think about these concepts.

Here’s an alternative view:

AQ is hot right now – but is it the Adaptability Quotient or the Agility Quotient?

Kristopher Floyd
Founder and CEO, TeamMate AIDao-TheWay

November 13, 2018
Originally published on LinkedIn. Reprinted with his kind permission

Throughout military history, there have been winners and losers. Some of the winners have found disproportionate success due to strategic brilliance; when examining their successes, we find a golden braid that links them all together. This braid is the foundation of an underlying philosophy that dictates how military forces can survive and thrive in hyper-competitive, chaotic, uncertain situations. Continue reading

Schwerpunkt and grand strategy

Fabius points out the power of retaining the moral high ground, “Feminists’ strategy brought many wins. They’ve abandoned it.” Technically, it should be “Feminists’ grand strategy …” but why quibble?  Here’s a take from Patterns of Conflict on what grand strategy is supposed to accomplish:

grand strategy chart.jpg

If you don’t care about influencing what Boyd called “the uncommitted,” including potential opponents and potential allies, as well as the less fanatical among your own team, or you’re not worried about what happens after the smoke settles, then you can dispense with grand strategy.

However, one never knows what the future will bring, so it’s always wise to keep your grand strategy in play as long as possible.  For example, during the South African Border War (1966 – 1989), the South African government gave its military a well-defined mission:

… to create the necessary conditions for the politicians to negotiate a political settlement from a position of power. The SADF (South African Defense Force) counter-insurgency approach therefore focused on denying SWAPO the opportunity for a military build-up in SWA/Namibia and Angola and its ability to operate effectively. This it succeeded in achieving. De Vries, Burger, and Steenkamp, Mobile Warfare for Africa, p. 198.

Notice the focus on military objectives. No nation building, occupation of enemy territory, or winning hearts and minds. This last was of critical importance, but the military was given the mission of making it possible for others to accomplish.

Interestingly, this did not lead to a purely defensive strategy, where South Africa could portray itself as a victim of Cold War aggression.  As de Vries, Burger, and Steenkamp note:

From 1978 until the war ended in 1989, the SADF took the fight to the enemy. They did not hesitate to execute pre-emptive strikes into southern Angola or launch high density counter-insurgency operations in enemy territory. Naturally, these operations received great international attention, which did not do foreign relations any good at all. p. 199, emphasis added

However this was a price South Africa was willing to pay because the effect on morale (friendly as well as enemy) and the sheer costs of the attrition caused by these raids led the Cubans to withdraw and persuaded the other parties to enter negotiations that ended the conflict. In any case, South Africa was pretty much a pariah nation by this time, anyway (Nelson Mandela was not released from prison until the following year).

Happy 45th

Last Wednesday was the 45th Anniversary of John Boyd’s Happy Hour in the Old Guard Room at Patton Hall, the officer’s club at Ft. Myer, VA (I refuse call it “Joint Base Myer-Henderson Hall”). It was great to reconnect with folks, a few of whom I was working with when we started happy hour there a couple of weeks after Tom Christie took over the TACAIR shop.

In our honor, they put up a plaque:

Happy Hour Plaque 9-2019

And here are two of John’s closest colleagues, Chuck Spinney (left) and Tom Christie:

Chuck and Tom 45th HH

Robert Coram described the scene on page 414 of Boyd: The Fighter Pilot Who Changed the Art of War

The Wednesday evening gatherings were loud and raucous and filled with plans about generals to be hosed. Old stories were told and retold–of Spinney’s white wagon kill, of a general’s air-to-rug maneuver, of cape jobs and to platters and particularly effective techniques known as tube steaks and barbwire enchiladas.

All true, so true.

New Edition of Boyd’s Discourse

Grant Hammond, a long-time associate of Boyd’s and the author of The Mind of War, John Boyd and American Security (Smithsonian Press, 2001), has published a new edition of Boyd’s Discourse on Winning and Losing. You can download it from Air University via a link on the Articles page.

Grant has included a new Introduction, along with an Afterword, index and an Appendix. You can access further information on some of the concepts via QR codes sprinkled throughout the text.

This is a major effort and makes a significant contribution to understanding John’s work.  I strongly encourage all readers to download it.

If you’d prefer a hard copy, you can order one free of charge from Air University Press: http://www.airuniversity.af.mil/AUPress/

By the way, if you’re wondering what happened to Boyd’s last briefing, The Essence of Winning and Losing, Grant includes the material from it in the Appendix.

 

Boyd for policing

Several years ago, I posted Major PJ Trembley’s Master’s Thesis on the Articles page.  I had forgotten that at the time, Lt. Fred Leland of the Walpole, MA, Police Department, and owner of Law Enforcement & Security Consulting, Inc., had written an introduction calling attention to Maj Trembley’s paper for law enforcement professionals.

Boyd felt that his philosophy reflected deeper principles that manifest themselves in all forms of conflict, not just war — hence “Patterns of Conflict.”  As the author of a book on how these principles operate in business, I obviously agree.  Perhaps by examining their applications to law enforcement, which should not be thought of as conflict, per se, but which can have elements of it, we can develop a more profound understanding of these fundamental concepts.

Fred has kindly granted me permission to repost his introduction; I apologize for the slight delay.


Major PJ Tremblay just gave permission to share his brilliant paper called “Shaping and Adapting – Unlocking the Power of Colonel John Boyd’s OODA Loop.pdf” with police and those who visit our website. This paper explains the actual complex nature of the Boyd Cycle verses its often oversimplified and misunderstood OODA Loop.

The paper is thoroughly researched and discusses numerous factors crucial in making sound decisions. Feedback loops are discussed as well as the difference between direct outside observations and indirect causal loops as the difference between “top down” processing and “bottom up” processing of perception. While “top down” processing refers to a person’s expectations of what is likely to occur based on previous experiences and inherent mobilization of selective mechanisms that influence focus and attention, the “bottom up” processing are the actual observations sensed.

The Major goes on to explain what I believe is an important concept for police to understand called incestuous amplification. Incestuous amplification occurs when one’s preconceptions misshape the observations that one is sensing. These misshapen observations then blur the true connection between the individual and the environment because the brain begins to synthesize cues and preconceived responses. This has huge implications on how we train and prepare officers for dynamic encounters. You must read this piece.


Fred writes on this and a myriad of other topics on his blog, http://lesc.net/blog/

Happy Birthday, Alice

Sun Tzu was a great fan of intelligence and spies in particular — check out Chapter 13 if you need a refresher —  because it’s much easier to operate inside opponents’ OODA loops if you already know what they’re going to do. As luck would have it, today is the birthday of Louise de Bettignies, AKA Alice Dubois, one of the greatest intelligence operatives of all time.

To explain why, a little historical perspective might prove useful. Although the German Schlieffen Plan failed to hook around Paris and end World War I in 1914, it left the Germans occupying a fair portion of northeastern France for the next 4 years. From January to September, 1915, this area provided the theater of operations for de Bettignies, whose network alerted the British to German plans and tactical movements  and almost took out the Kaiser himself. Among other feats of derring-do.

There are several bios of her, but historical fiction might be a good place to start. To this end, Kate Quinn has written a most readable — “page turner” wouldn’t be too strong — story of her operation, The Alice Network. I recommend it highly.

Happy Birthday, Louise.