My last post argued that a linear approach of predict, plan, and proceed is a dangerous way to advance into an uncertain future. This approach locks into a plan prematurely without the benefit of information that emerges later. Linear planning also increases the risk of escalating commitment to a failed course of action, whereby leaders stick to their initial plan–despite mounting evidence that the plan is flawed–to avoid admitting to they were wrong.
A more robust approach bends the line into a loop by incorporating regular revision of assumptions and mid-course correction. Colonel John Boyd introduced the OODA loop to describe how combatants observe a situation, orient themselves, decide what to do, and act, before observing the changed situation and moving through the entire loop again. Viewing combat as a series of successive loops underscores the importance of reassessment and readjustment as circumstances change, and the cumulative benefits of many small wins in successive iterations.
Boyd’s OODA loop is a vivid example of an iterative loop to guide action under uncertainty, but it is far from the only example. Indeed iterative loops have emerged independently in diverse domains, including science, new product development, and venture capital, all endeavors where practioners must act in the face of uncertainty.
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Lucy Kellaway, FT columnist and associate editor, offers her solution to your workplace problems in a column in the Financial Times. In the 
