Mental Models For Managing Change - OODA

Welcome to a very special mini-series on The Inner Game of Change. I’m thrilled to take you on this journey as we explore something both timeless and practical: Mental Models for Managing Change.

Now, before we dive into today’s topic, let’s quickly revisit something we mention in every episode — what is a mental model anyway?

A mental model is a way of seeing — a framework that helps us interpret complexity, solve problems, and make better decisions.
 You can think of it like a map or a lens. The clearer it is, the more confidently we can move through uncertainty.

In our last episode, we explored Map vs Territory — a model that reminds us to challenge our assumptions and stay grounded in reality, not just in our maps or frameworks.

Today, we’re building on that — because once you’ve seen the difference between map and territory, the next question becomes: How do you move through it, especially when things are changing fast?

That’s where today’s mental model comes in — the OODA Loop.

Ali Juma
@The Inner Game of Change podcast

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Chapters

• 0:08 Welcome and Mental Model Recap
• 1:08 Understanding the OODA Loop
• 2:12 Fighter Pilots and Business Leaders
• 3:09 Practical OODA Loop Applications
• 5:06 Weekly Reflection and Next Episode

Transcript

Ali: 0:08

Hi everyone and welcome back to Mental Models for Managing Change. I am Ali Juma and I'm so glad you're tuning in Now. Before we dive into today's topic, let's quickly revisit something we mention in every episode. What is a mental model anyway? Mention in every episode? What is a mental model anyway? A mental model is a way of seeing, a framework that helps us interpret complexity, solve problems and make better decisions. We can think of it like a map or a lens. The clearer it is, the more confidently we can move through uncertainty. In our last episode, we explored map versus territory, a model that reminds us to challenge our assumptions and stay grounded in reality, not just in our maps or frameworks. Today we're building on that, because once you've seen the difference between map and territory, the next question becomes how do you move through it, especially when things are changing fast? That's where today's mental model comes in the OODA loop. It's a bit of a mouthful.

Ali: 1:17

What is the OODA loop? Ooda stands for Observe Orient Decide Act. It was developed by Colonel John Boyd, a US Air Force fighter pilot and military strategist. Boyd studied what made certain pilots win aerial dogfights and realized it wasn't just better planes or sharper reflexes. It was the ability to go through this decision cycle faster than their opponents. In his words, whoever can handle the quickest rate of change survives. That idea quickly moved beyond the cockpit and into business leadership and change strategy, because in any uncertain environment, the organizational leader that can observe accurately, orient effectively, decide wisely, act quickly, wins A story from the sky.

Ali: 2:12

Let me take you back to the Korean War. American pilots flying the F-86 Sabres consistently outmaneuvered Soviet Meg-15 pilots, even though the Megs were faster and more powerful on paper. Why? The F-86 had bubble canopies giving pilots clearer visibility. They could observe more. They had hydraulic controls letting them orient and respond faster and, most importantly, us pilots were trained to think in cycles. Make quick decisions, act fast, then observe again. They were completing the OODA loop faster than their opponents. Boyd called this getting inside the enemy's decision cycle. Once you do that, the other side becomes reactive. You stay in control.

Ali: 3:09

Why it matters in change work. Let's shift the lens from the sky to your workplace. You're leading the transformation. Maybe a new system, rollout, a restructure or a change in culture. You've got competing demands, incomplete information, unexpected resistance. Sound familiar.

Ali: 3:24

This is where the OODA loop helps Observe what's really going on in here. What signals are we seeing, not just in reports, but in behaviors, feedback, silence, orient. What's the context? Who is impacted? What biases or mental models might be shaping how we see this? Decide Based on what we know what's the most aligned action Act. Make the move. Then cycle back to observe In fast-moving change.

Ali: 3:59

It is not about having a perfect plan. It is about adapting faster than the situation evolves, staying ahead of confusion, momentum shifts or even resistance. How to apply the OODA loop as a change leader? Here are three ways to bring it into your work. One, use it in planning meetings Before jumping into execution. Pause and run through the loop. What are we seeing? What's shaping our view? What decision best fits the current context? Two, watch for orientation traps. Often it's not the data that trips us, it is how we interpret it. Team culture, past experiences, even unspoken assumptions can shape our orientation. Slow that, slow that part down. 3. Speed it up. Under pressure, in crisis or uncertainty, use shorter OODA cycles. Quick sensing, quick adjustment. It's better to reiterate forward than to wait for the perfect clarity.

Ali: 5:06

Reflection for the week. This week, pick a moment where you're stuck, where things are moving quickly. Ask yourself what am I observing? How am I orienting? What's the best decision here and what action will move me forward, even just one step forward? Then look back, because that's the beauty of this model it's not linear, it's adaptive. Thank you again for joining me on the Models for Managing Change. If the OODA loop sparks something for you, let me know, or share this episode with a colleague who is leading through change, and next time we'll explore a mental model that is all about breaking complexity into manageable pieces so we can move forward with clarity and momentum. It is called chunking, and it's simpler than you think and powerful when done right. Until then, I'll leave you with this In change as in flight. The faster you make sense of what's happening, the better you can shape what happens next. See you soon.