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.

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Ali Juma
@The Inner Game of Change podcast

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Episode Transcript

Ali (00:08):
Hi everyone and welcome back to Mental Models for
Managing Change.
I am Ali Juma and I'm so gladyou're tuning in Now.
Before we dive into today'stopic, let's quickly revisit
something we mention in everyepisode.
What is a mental model anyway?
Mention in every episode?
What is a mental model anyway?
A mental model is a way ofseeing, a framework that helps

(00:35):
us interpret complexity, solveproblems and make better
decisions.
We can think of it like a mapor a lens.
The clearer it is, the moreconfidently we can move through
uncertainty.
In our last episode, weexplored map versus territory, a
model that reminds us tochallenge our assumptions and
stay grounded in reality, notjust in our maps or frameworks.

(00:55):
Today we're building on that,because once you've seen the
difference between map andterritory, the next question
becomes how do you move throughit, especially when things are
changing fast?
That's where today's mentalmodel comes in the OODA loop.
It's a bit of a mouthful.

(01:17):
What is the OODA loop?
Ooda stands for Observe OrientDecide Act.
It was developed by ColonelJohn Boyd, a US Air Force
fighter pilot and militarystrategist.
Boyd studied what made certainpilots win aerial dogfights and

(01:37):
realized it wasn't just betterplanes or sharper reflexes.
It was the ability to gothrough this decision cycle
faster than their opponents.
In his words, whoever canhandle the quickest rate of
change survives.
That idea quickly moved beyondthe cockpit and into business
leadership and change strategy,because in any uncertain

(02:01):
environment, the organizationalleader that can observe
accurately, orient effectively,decide wisely, act quickly, wins
A story from the sky.
Let me take you back to theKorean War.
American pilots flying the F-86Sabres consistently
outmaneuvered Soviet Meg-15pilots, even though the Megs

(02:24):
were faster and more powerful onpaper.
Why?
The F-86 had bubble canopiesgiving pilots clearer visibility
.
They could observe more.
They had hydraulic controlsletting them orient and respond
faster and, most importantly, uspilots were trained to think in

(02:44):
cycles.
Make quick decisions, act fast,then observe again.
They were completing the OODAloop faster than their opponents
.
Boyd called this getting insidethe enemy's decision cycle.
Once you do that, the otherside becomes reactive.
You stay in control.

(03:09):
Why it matters in change work.
Let's shift the lens from thesky to your workplace.
You're leading thetransformation.
Maybe a new system, rollout, arestructure or a change in
culture.
You've got competing demands,incomplete information,
unexpected resistance.
Sound familiar.
This is where the OODA loophelps Observe what's really
going on in here.

(03:29):
What signals are we seeing, notjust in reports, but in
behaviors, feedback, silence,orient.
What's the context?
Who is impacted?
What biases or mental modelsmight be shaping how we see this
?
Decide Based on what we knowwhat's the most aligned action

(03:53):
Act.
Make the move.
Then cycle back to observe Infast-moving change.
It is not about having a perfectplan.
It is about adapting fasterthan the situation evolves,
staying ahead of confusion,momentum shifts or even
resistance.
How to apply the OODA loop as achange leader?

(04:14):
Here are three ways to bring itinto your work.
One, use it in planningmeetings Before jumping into
execution.
Pause and run through the loop.
What are we seeing?
What's shaping our view?
What decision best fits thecurrent context?
Two, watch for orientationtraps.

(04:36):
Often it's not the data thattrips 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 oruncertainty, use shorter OODA

(04:57):
cycles.
Quick sensing, quick adjustment.
It's better to reiterateforward than to wait for the
perfect clarity.
Reflection for the week.
This week, pick a moment whereyou're stuck, where things are
moving quickly.
Ask yourself what am Iobserving?
How am I orienting?

(05:17):
What's the best decision hereand what action will move me
forward, even just one stepforward?
Then look back, because that'sthe beauty of this model it's
not linear, it's adaptive.
Thank you again for joining meon the Models for Managing
Change.
If the OODA loop sparkssomething for you, let me know,

(05:38):
or share this episode with acolleague who is leading through
change, and next time we'llexplore a mental model that is
all about breaking complexityinto manageable pieces so we can
move forward with clarity andmomentum.
It is called chunking, and it'ssimpler than you think and
powerful when done right.
Until then, I'll leave you withthis In change as in flight.

(06:03):
The faster you make sense ofwhat's happening, the better you
can shape what happens next.
See you soon.