Robert Coram Quotes

He told Burton to always keep the initiative. "And you must never panic. When they surprise you, even if the surprise seems fatal, there is always a countermove." Boyd gave Burton three guiding principles. The first was the most difficult and most familiar to anyone who had worked with Boyd. "Jim, you can never be wrong. You have to do your homework. If you make a technical statement, you better be right. If you are not, they will hose you . And if they hose you, you've had it. Because once you loose credibility and you are no longer a threat, no one will pay attention to what you say. They won't respect you and they won't pay attention to you

And you're going to have to make a decision about which direction you want to go.

He raised his hand and pointed. "If you go that way you can be somebody. You will have to make compromises and you will have to turn your back on your friends. But you will be a member of the club and you will get promoted and you will get good assignments."

Then Boyd raised his other hand and pointed another direction.

"Or you can go that way and you can do something - something for your country and for your Air Force and for yourself. If you decide you want to do something, you may not get promoted and you may not get the good assignments and you certainly will not be a favorite of your superiors. But you won't have to compromise yourself. You will be true to your friends and to yourself. And your work might make a difference. To be somebody or to do something. In life there is often a roll call. That's when you will have to make a decision. To be or to do? Which way will you go?

Thinking about operating at a quicker tempo - not just moving faster - than the adversary was a new concept in waging war. Generating a rapidly changing environment - that is, engaging in activity that is quick it is disorienting and appears uncertain or ambiguous to the enemy - inhibits the adversary's ability to adapt and causes confusion and disorder that, in turn, causes an adversary to overreact or underreact. Boyd closed the briefing by saying the message is that whoever can handle the quickest rate of change is the one who survives.

Understanding the OODA loop enables a commander to compress time - that is, the time between observing a situation and taking an action. A commander can use the temporal discrepancy (a form of fast transient) to select the least-expected action rather than what is predicted to be the most effective action. The enemy can also figure out what might be the most effective. To take the least-expected action disorients the enemy. It causes him to pause, wonder, to question.