Human differences make the Loop unpredictable. In addition, the orientation phase is a nonlinear feedback system, which, by its very nature, means this is a pathway into the unknown. The unpredictability is crucial to the success of the OODA Loop.
It is this adaptability that gives the OODA Loop its awesome power. 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 this 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, to wonder, to question. This means that as the commander compresses his own time, he causes time to be stretched out for his opponent. The enemy falls farther and farther behind in making relevant decisions. It hastens the unraveling process.
How does a commander harmonize the numerous individual thrusts of a Blitzkrieg attack and maintain the cohesion of his larger effort? The answer is that the Blitzkrieg is far more than the lightning thrusts that most people think of when they hear the term; rather it was all about high operational tempo and the rapid exploitation of opportunity. In a Blitzkrieg situation, the commander is able to maintain a high operational tempo and rapidly exploit opportunity because he makes sure his subordinates know his intent, his Schwerpunkt. They are not micromanaged, that is, they are not told to seize and hold a certain hill; instead they are given “mission orders.” This means that they understand their commander’s overall intent and they know their job is to do whatever is necessary to fulfill that intent. The subordinate and the commander share a common outlook. They trust each other, and this trust is the glue that holds the apparently formless effort together. Trust emphasizes implicit over explicit communications. Trust is the unifying concept. This gives the subordinate great freedom of action. Trust is an example of a moral force that helps bind groups together in what Boyd called an “organic whole.”