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The OODA model

The OODA model operates as a cycle, with the output of one step feeding into the next and the final "Act" step feeding back into the initial "Observe" step, creating a loop.

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 Recognition-Primed Decision Model for TAU

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The Recognition-Primed Decision (RPD) Model describes how people make quick, effective decisions in real-world situations. In business, it can help make decisions in complex, uncertain situations. Here is how TAU might apply it:

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  1. Situation Recognition: This is where TAU would recognize a situation based on its experience. For example, it recognized a rising demand for a particular technology assessment service in a specific market.

  2. Evaluation of the Situation: TAU evaluates the recognized situation. It could involve understanding the underlying factors causing the increased demand and the possible implications for the company.

  3. Decision and Action: After evaluating the situation, TAU would select an appropriate response based on what has worked in similar past situations and take action. For example, they are deciding to invest more resources in that particular technology assessment service.

In this model, it is essential to note that experienced decision-makers might only consider some possible options before choosing a course of action. Instead, they use their experience to recognize what is happening (the situation) and then imagine a course of action that could work. If it succeeds, they do it.

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The RPD model fits well in environments where decisions must be made quickly, and the decision-maker has much experience to draw from. It might only be applicable when there is plenty of time to consider multiple options or the decision-maker needs more experience with the situation.

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Recognition-Primed Decision Model for TAU

​

The Recognition-Primed Decision (RPD) Model describes how people make quick, effective decisions in real-world situations. In business, it can help make decisions in complex, uncertain situations. Here is how TAU might apply it:

​

  1. Situation Recognition: This is where TAU would recognize a situation based on its experience. For example, it recognized a rising demand for a particular technology assessment service in a specific market.

  2. Evaluation of the Situation: TAU evaluates the recognized situation. It could involve understanding the underlying factors causing the increased demand and the possible implications for the company.

  3. Decision and Action: After evaluating the situation, TAU would select an appropriate response based on what has worked in similar past situations and take action. For example, they invested more resources in that technology assessment service.

In this model, it is essential to note that experienced decision-makers might only consider some possible options before choosing a course of action. Instead, they use their experience to recognize what is going on (the situation) and then imagine a course of action that could work. If it succeeds, they do it.

​

The RPD model fits well in environments where decisions must be made quickly, and the decision-maker has much experience to draw from. It might only be applicable when there is plenty of time to consider multiple options or the decision-maker needs more experience with the situation.

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