Creating Social Impact Projects Challenges

Creating social impact is hard. Even if you with all the expertise a charity or social enterprise has, creating a social change project that results in social impact is always a challenge. Why? Because the project management tools we use for the job are not designed for the many variables of social impact. They are designed for factory processes and creating software. If we want to have a strategy to help people we need projects that respond to people as they are and build projects around them.

Why Don’t Our Social Initiative and Projects Work?

“When thinking does not change, programmes of change often fail.”

John Seddon

There’s a scary statistic that 70% of projects fail (McKinsey). This is because traditional project management methods don’t adequately address the complexity and challenges of working with people. People add variation and uncertainty to every stage of a project, making it difficult to meet targets and stay on budget. The reality is people don’t follow our well laid plans, no matter how much time and effort we put into perfecting them. We need plans that respond to real people’s needs that confront us every day.

So, what can be done to make social impact projects more people focused and responsive to people’s needs? We can do this by empowering the people at the heart of the project with the OODA loop. Giving them the ability to quickly recognise and respond effectively to the different needs of a changing environment. The OODA loop enables project leaders like you recognise the situation they’re in and adapt their plans accordingly, helping you to create momentum and build social impact.

Introduction to the OODA Loop

What is the OODA Loop?

The OODA loop is a decision-making model created by Colonel John Boyd, a US Air Force fighter pilot and a military strategist. Some thought he was brilliant, others thought he was crazy. But he was nicknamed 40 second Boyd because he claimed he could shoot anyone down in 40seconds. First he sought to make better planes becoming ‘the father of the F-15. and F-16 fighter jets‘. But then he came to realise it was the pilots that really made the difference. He integrated his knowledge with a broad range of scientific thinking, to describe how people learn and adapt to the world creating the OODA Loop. Whilst the OODA loop he created is now taught throughout the Western military as a powerful decision making tool. So he was definitely onto something. Even today it is finding a new lease of life in AI and cyber-security systems.

The OODA loop stands for Observe, Orient, Decide, and Act. It is a decision making and learning process. The OODA loop emphasises the importance of processing information and making effective decisions. At its heart, it is an orientation tool, that helps us to better recognise the situation we are in. It enables us to orient ourselves to the world we find and learn to act effectively in the current situation. The loop in essence a process of being open minded about the world ready to take in new information and change our orientation to adapt to an ever changing world.

“You gotta challenge all assumptions. If you don’t, what is doctrine on day one becomes dogma forever after.”

Col. john Boyd

Why use the OODA loop in social impact projects?

Many social impact projects put the plan first and make the people fit the plan. The power of the OODA loop is that it puts the human decision maker at the centre of navigating a project. The person (or people) can then adapt the plan to fit the changing world. Rather than trying to make the world fit the plan. This is essential as social impact projects are best lead from the ‘frontline’ management position, where the information and ability to act and respond to events is strongest.

The power of the OODA loop is that it recognises that there is no one size fits all solution to people’s problems. It allows us to learn and adapt our thinking. Allowing us to learn from others to gain a better understanding of the world, so that we can act more effectively in it. But always with the idea that we can improve and get better at what we do.

How to Use the OODA Loop

The 6 Steps to Using the OODA Loop

I use 6 steps from the OODA Loop. (These are parts of Boyd’s model, they are just not part of the name.) This is to add guidance to the loop to help improve more quickly (which echoes double loop learning). I also add feedback as a formal step to help build a learning circle.

6 Steps are:

1. Observe. What information do we have available?
2. Orient. Making sense of our information based on our knowledge
3. Guide. Check our assumptions. Consider whether we need more information.
4. Decide. Consider our options for action and hypothesise what the best approach is.
5. Act. Put the decision into action.
6. Feedback. Gathering all relevant information about the impact of the action.

Use the OODA Loop to improve.

The steps can be run through quickly or slowly. One of the key observations of the model is that in competition, speed can give one side a decisive advantage. Someone who processes their OODA loop faster than their opponent can learn and act faster than them. This also works in a care situation. If the system is slow someone may have a fall before anyone realises they are unstable on their feet. But if the carer can act faster and spot the early signs, they can prevent a serious accident.

Slower processing of the OODA loop has its own advantages. Especially when learning or making important or high level decision where good quality thinking and decision making is more important than speed of action. The OODA loop is far more nuanced than some of it’s more high profile commercial proponents realise. Who simplify, think it’s about quick fixes and miss it’s real power. Learning how to use it gives us far more control over our senses, thoughts decisions and actions than relying on quick instincts.

Use the OODA Loop to collaborate with purpose.

Whilst The OODA loop is great for competition. It is also a powerful tool for collaboration. First, it emphasises the need and power of collaboration as a way of observing. It teaches us that our perspective is limited. Therefore, getting different perspectives will improve our understanding of the world. It also suggests that we are limited in our ability to understand the world. So working with others can help us understand the information we see better. But working with others also gives us a much more powerful way of interacting with the world. It gives us more opportunities to influence and change the environment we see. OODA loops work at an individual team level, at an organisational level and even at a cultural level. It emphasises competition and the power of collaboration.

The OODA Loop focuses on making a difference.

Perhaps the greatest secret power of the loop is how it can enable us to focus. Once we have gone through the loop, the model moves on to how the world has changed or is different from our expectations. This allows us to focus on the most important elements of what we are doing. Because we are able to highlight the information that is different, it gives us a much more efficient way of seeing. This helps us to focus our attention on what is different and unexpected. It helps us to refocus, decide and act on the things that will have the greatest impact and make a difference in the world.

Let’s look at the 6 levels:

How to use the OODA Loop for social impact projects

OODA Loop Step 1: Observe.

This is the sensing stage, where we take in all the relevant information we can about relationships and meaning. Creating a rich contextual tapestry in the information we take in the world. This can be data collection, but it can also be people’s stories, as we can get rich contextual information hidden in the data. Nora Bateson has a beautiful concept called ‘warm data’. Where we collect data that retains the connection to relation.

As we take in information at this stage we also need to be aware of the limits of our ability to take in information. Our ‘perspective’ or ‘field of view’. We need to recognise that this limits the quality of information we have. This can be significantly countered by taking in data and information from other people. Gain fresh perspectives, insights and alternative narratives that can enrich our world view.

OODA Loop Step 2: Orient

Orientation is the most important step in the whole model. This is the step where we make sense of the world and build an understanding of what the situation. This part of the model is all about thinking and processing information. We have much better theories now than in Boyd’s time (who died in the 90s). We need to update it with the latest theories.

Using complexity science, biology and cognitive science, all of which have all developed significantly in the last 25 years. (Boyd kept updating his model until his death and his work mirrored the early development of complexity science)

Tools that can really help at this stage include taking advantage of embodied cognition. This includes drawing charts, making diagrams and mapping the current situation. Creating models either physically or by drawing them out can help get a different perspective on the situation. We can also use sense making models such as the Cynefin Framework, Polarity Management, and the Adaptive Cycle to recognise and understand our environment and inform our decisions.

The point at this stage is to flesh out your thinking and gain insight into your current situation. The aim here is to build situational awareness. As we repeat the loop we update our ‘map’ of the world and adding more detail and gaining new insights.

Another useful perspective at this stage is narrative construction. We look at the information coming in and decide whether or not confirms or contradicts our internal narrative. If it fits with our expected narrative of the world we are highly likely to automatically tip straight into the decision stage. If there is a change and the information, no longer fits our narrative we are more likely to move onto the guidance stage.

OODA Loop Step 3: Guidance (& Reorientation)

This is an optional stage. If we want to improve our thinking and understanding, this is the stage where we can improve. Here we can learn fresh perspectives that can improve our knowledge about our orientation. Daniel Kahneman’s distinction between ‘Thinking Fast’ and ‘Slow’ is very helpful here.

When we ‘think fast’ our brain whizzes straight through to a decision, often so quickly we aren’t even aware of it. (Which is why training is important) Other times we think more slowly and consider our position. This is where we go into ‘Thinking slow’ where we are able to check our thinking and reconsider if necessary.

When we ‘think slow’ we have the opportunity to consider our opinion and check it against the world. (Think of a cat with it’s ears pricked up waiting for new information, but not acting). The mistake we often make here is to rush into decisions. This can often leave us open to repeatedly making the same mistakes ,or not even being aware we are making a mistake at all. (The Dunning-Kruger effect). If we want to improve, this is the step we need to focus on. This is where we need to challenge our assumptions and ‘think twice’.

Something that we also need to be aware of is that there is an growing body of evidence that stress reduces creativity. (Vartanian et al, 2020) This means that we are more likely to take the automatic path in times of stress. What’s more, this was particularly the case when there were “high social evaluative threats”. ‘(Dickerson and Kemeny, 2004).

We are therefore most stressed when we believe we going to be judged. This means that when we are writing a project or applying for funding or when we know our work will be judged, our brains will generate less creative thinking. This prevents us from finding solutions to problems, when we need them most. This means that when we are stressed, we can naturally get stuck in our thinking. So asking for help in these situations is not a failure, but often the right thing to do.

OODA Loop Step 4: Decide

The decision stage is where we review the consider all the possible options open to us. We need to consider the cost, energy and time involved in taking the action. Assess the likelihood of the action being successful. Then consider the the likely impact of the action. (Both positive and negative) A decision could also be made here not to take an action.

It is important to note at this stage is that we have a biased view. Yes, that’s right, we need to believe our own view is biased. The opinion we have is always to some extent unreliable not least as we can never have perfect information. For example, we can never truly know the intentions of others we can only assume we do. Therefore any decision we make at this stage is based on a hypothesis. The reality of what we think and what is reality are different. The idea is that we make a best guess judgement based on the information we have. As we move forward through the model the purpose is to ‘test’ this theory to see if it is accurate. This will provide the updated information to make a better decision the next time around the loop.

OODA Loop Step 5: Act. 

“Judge people by what they do and not what they say they will do.“

Col John Boyd

This stage is about testing the hypothesis made in the decision stage. At this stage we put together an action plan and make it happen. Implementation is often the hardest thing to do and although we may have made a decision to act, we may still fail to act at this stage. For example because we did not have the right information or because something has changed.

It is important to note that there is a tradeoff between the speed of action, or making high quality decisions. Acting quickly can also mean we act on the latest information. But acting slowly means we can consider more alternatives. One of the real powers of the loop is that it allows us to adjust our decision making speed.

When we are new to something we are more likely to make mistakes. This is why it can be important to slow down our decision making and actions to make better decisions. Then speed up as we gain experience and improve the accuracy of our actions. If and when we find that our actions don’t result in the intended outcome then we need to slow our loop down again to reconsider. (this is another common misunderstanding of the model. it’s not always about acting quickly.) If you stumble you need to slow down or you are much more likely to fall.

OODA Loop Step 6: Feedback.

I’ve explicitly added this because it’s often missing or not properly considered. We need to ensure that we are monitor the impact of our actions. In human interactions, this is where the power of Daniel Goleman’s Emotional Intelligence shines. Ensuring that we monitor how our actions affect others. Being aware that we need to be sensitive to indicators we weren’t expecting. We need to be particularly aware of danger signs. (Outside of health and safety this is almost always forgotten about in project design.) If you are making people angry you need to know about it.

We need to think carefully about feedback because the processes that we use to collect information can introduce new biases. We only count what we expect to see. This is another reason why getting impartial or external feedback is so important in our decision making is so important. The ideal is fast real time feedback, ideally without any interference. Good feedback can really strengthen the ability of the whole of the learning and decision making to improve.

Putting all these steps together it creates a feedback loop in which we can improve our decision making. We can learn to think fast when we need to move quickly. While also slowing down our decisions and making better sense of the world as and when we need to adapt.

An Example of using the OODA loop for social impact projects:

Let’s take an example of using the OODA loop to create a social project:

• 1. Observe: We observe that there is a significant elderly population in our community. They often live alone and have limited social interaction. We also observe that social isolation and loneliness can have negative impact on mental and physical health. At this stage we collect data and information to better understand the problem.

• 2. Orient Based on our knowledge, we know that social activities and connections can help reduce loneliness and improve well-being. We also know that there may be existing organisations or programs that offer social support for the elderly.

• 3. Guidance: To check our assumptions and gather more information, we can conduct a survey or focus group with the older population to understand their specific needs and preferences for social activities. We can also research existing programs and their effectiveness in addressing loneliness.

• 4. Decide: Based on our observations, orientation, and guidance, we can consider a number of options. We decide to create a program that provides regular social activities for the elderly population. Our hypothesis is that providing opportunities for socialisation and connection to help reduce loneliness and improve wellbeing.

• 5. Act: We may have bigger plans, but we will start small scale to test our ideas. (Acting at a larger scale risks increasing our level of mistakes) We might start with an activity in a social centre. This will will mean booking space planning the activity and marketing it. We may also want to consider how the community would access the event.

• 6. Feedback: We will collect feedback from program participants and track changes in their mental and physical health over time. We will also assess the impact of the programme on reducing loneliness and improving overall wellbeing. Based on this feedback, we will go through another loop creating continuous improvement.

Doesn’t the agile methodology already tell us how to adapt projects?

Yes, agile methodology is useful when we have expertise in a problem that has a known solution, such as building software or making cars. However, it is not so useful when we have to work with all the variance when we are tackling complex social issues such as health inequalities, poverty or environmental impact. These issues, don’t have easily understood problems. They are very unlikely to be addressed by a single process or product: Tesla is not going to fix the environment no matter how many cars they sell. 

That’s not to say that Agile processes or waterfall techniques such as prince2 don’t have their strengths. The key is to know how and when to use them. The OODA loop helps us decide and learn how and when to use these project processes for maximum impact.

Learn to love the OODA loop to improve social impact projects

Too often we think the project is the plan. Leading to fragile projects when faced with the constant change and unpredictability of our societies. When we want to create social impact, it’s the people that matter. The OODA loop is a great way of helping us learn from an respond to the social problems that we face. Helping us to focus on the things that matter and adjust our rhythm of change. It enables us to understand and improve our decision making helping us to navigate an ever changing world.

Conclusion

If we want to avoid the high failure rate of projects  we need to put people’s decision making at the heart of projects for social impact. The project process serves the people. Not the other way round. The OODA loop is a powerful effective decision making model that helps improve our ability as decision makers. It puts people’s power of people to understand, recognise and respond to the world at the heart of making an impact. Rather leaving us hostage to events it puts us in a position of where we can effectively respond and influence to make a difference in the world.

Empower your inner guidance system.

The OODA Loop is at the heart of my consultancy coaching and training. I help people to create social projects, improve funding bids, engage stakeholders and measure social impact. If you would like to find out more, please book a free 30 minute call.

Learn to create change that flows: Discover more at edgeofpossible.com

Related Articles on Leadership and Decision Making for Social Impact:

Social Projects Complete Guide

Make Sense of the World with the Cynefin Framework

How to Lead Social Impact Projects with the Adaptive Cycle