Page 98 - Journal of Special Operations Medicine - Summer 2014

Figure 2 Individual, family, and external resources.

Figure 3 Examples of how resources and demands may (and can) affect performance.

and respond to unfolding events. For example, it has
The Reality
been used in disaster management, clinical medicine,
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As noted here earlier, many models can be put forward to and other venues, as it tries to provide a process for how
holistically conceptualize HPO, but other questions must humans could respond optimally to various critical situ-
also be asked. Given optimal resources and reasonable ations. The specific processes/phases of the OODA loop
demands, why do we act the way we do? How can we are clearly affected by factors embedded within the HPO
intentionally influence the resources and moderate the model proposed—values and cognitive resources are af-
demands that ensure optimal performance? Certainly fected by physiological responses, perceived stress, behav-
a central resource is the ability make “good” decisions. ioral factors, and psychological status, and all contribute
How do we go about making decisions based on the pre- to the key processes of decision making. Decision-making
vailing resources and demands? One decision-making personifies the SOF truth “Humans are more important
tool proposed in 1987 by Colonel John Boyd, a U.S. Air than hardware” in that human observation, perception,
Force military strategist, is the OODA loop (for Observe, and integration are key to deciding and action.
Orient, Decide, and Act). The OODA loop paradigm
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(Figure 4) would be and has been used in unrelenting, Importantly, multiple factors affect our observation and
possibly chronic cycles where one must observe, orient, perceptions—prior exposures, life experiences, coping

88 Journal of Special Operations Medicine Volume 14, Edition 2/Summer 2014