Boyd Cycle Theory in the Context of Non-Cooperative Games: Implications for Libraries
An article by Karl Bridges published in Library Philosophy and Practice 6(2) (Spring 2004) [Via LISNews]
The concept of the OODA [Observation-Orientation-Decision-Action] cycle was first developed in the 1970s for military applications. The originator of the theory, Colonel John Boyd, in an analysis of air-to-air combat outcomes postulated a scenario in which one side in a conflict presented the other with a sudden, unexpected challenge or series of challenges to which the other side could not adjust in a timely manner. ...
Boyd postulated that any conflict could be viewed as a duel wherein each adversary observes (O) his opponent's actions, orients (O) himself to the unfolding situation, decides (D) on the most appropriate response or counter-move, then acts (A). The competitor who moves through this OODA-loop cycle the fastest gains an inestimable advantage by disrupting his enemy's ability to respond effectively. ...
Libraries are recognized for many things such as good service to users, interest in issues of intellectual access and use of technology. What libraries are not noted for is speed. In many cases libraries are slow to respond to the changing needs of their users. ...
For example, people bring in their cell phones. This is seen as a problem because it is loud or disruptive or otherwise is a problem in the smooth running of the library. Policies are put in place saying "No cell phones." Students end up unhappy because they can't use their phones. Staff are unhappy because they feel they have to be "phone police" and are not doing what they really want to do. Using the Boyd Cycle the library could have anticipated the issue and created a better outcome.
The key to success is anticipation. With the proper awareness of the emerging technology e.g. intelligence a library could anticipate that a new technology e.g. cell phones might be becoming important. The library could then process this information and get inside the decision cycle of the student, perhaps by creating quiet areas in the library or even installing soundproof phone booths (with appropriate signage) for users. The time to do this is before the technology hits a critical mass of users. Trying to regulate the technology after everyone has adopted it will be inefficient and, in any event, by that point the next decision cycle by users will have begun for the next wave of technology e.g. wireless laptops. The library is left behind. Fundamentally, what we're talking about here is an inability of libraries to react quickly to novelty. ...
Libraries tend to be relatively slow in their decision making process. They also tend to be policy driven. The usual approach to a situation is to A) identify the problem B) decide if a policy is needed C) develop the policy and D) implement. This all takes time. It also reflects a top down management structure as far as decision making processes are concerned. ...
The real value of the Boyd Cycle is that it give organizations a method of analysis for determining where they are failing and succeeding in serving their users. ... If, for example, you know that the entire freshman class is bringing laptops and your response the summer before is to install a wireless network you have been operating in a Boyd Cycle. Essentially, what we're talking about here is vocabulary. It's not that libraries have done such a bad job. What we've been really bad about is articulating what we're doing and why -- especially to ourselves and often to people outside our group. We react to external circumstance without any real analysis of what the reaction actually means. In sum, what we have going on is a kind of unthinking and unexamined evolution of process. We act without being actually aware of the motivations of why we act. The use of Boyd Cycle analysis provides a methodology for having a meaningful discussion about library activities and processes, placing them in the larger context of the organization as a whole.
Posted by Tom on March 18, 2004
