PDCA on serotonin

I’ve been reflecting on the structural differences between the PDCA cycle and the OODA loop. One thing that stood out is that OODA has a single point of intervention-Act-while PDCA has two: Do and Act. My assumption is that PDCA is designed for situations with periods of relative stability between interventions, which is why it makes sense to formalize both “Do” and “Act” as distinct steps. In contrast, OODA is built for environments in constant flux, where it’s all about continuous action and rapid adaptation.

With a bit of creativity, you could even say that PDCA contains two OODA loops: one within “Do” and another within “Act.”

This simplicity really appealed to me, so I tried to distill the process down to just Study and Act-where “Study” encompasses Observe, Orient, and Decide. However, I soon realized that my interpretation of “Study” assumed that humans are purely rational beings. In reality, decision-making also involves affective, intuitive, and social dimensions.

That realization got me thinking about serotonin, and to a more human interpretation of what it means to thrive-or at least survive:

• Look - initial gathering of raw data or facts; sensory input
• See - processing and interpreting what is observed; making meaning
• Feel - emotional and intuitive response; embodied awareness and resonance
• Spark- interneving intentionally, based on integrated perception and feeling

 Look - initial gathering of raw data or facts; sensory input

1.      Assess situation: What pain, risk, or opportunity exists?

a.      If acceptable, deprioritize

2.      Determine urgency: How soon must action occur?

a.      If not immediate, schedule for later

3.      Consider collaboration: Do others need to be involved and is there time to involve them?

a.      If yes, bring them in

4.      Evaluate information needs: Are more facts required? Is there time to gather them? Will the situation remain stable?

a.      If yes to all, gather additional facts

See - processing and interpreting what is observed; making meaning

5.      Consider interpretation needs: Is further consideration needed? Is there time? Will the situation remain stable?

a.      If yes to all, interpret the observed information gathered by considering both conscious reasoning and intuitive insights, and integrating feedback and lessons from previous cycles

Feel - emotional and intuitive response; embodied awareness and resonance

6.      Clarify expectations: Is the desired outcome known, or will it emerge through action?

7.      Make decision: Based on available facts, interpretations, intuition, and resources

Spark - interneving intentionally, based on integrated perception and feeling

8.      Spark change: Ignite a response in the system, continually sensing intermediate progress and adapting your approach as the system evolves.

9.      Capture learning: Document outcomes, unexpected challenges, and new variables. Categorize insights as immediate (for current cycle adjustments) or future (for later cycles). Identify patterns to simplify future decisions.

10.  Reassess: Return to step 1 to evaluate progress and determine next steps, incorporating captured learning to update assumptions, priorities, or collaboration needs. Many of the initial steps are quick sanity checks and the sequence is fluid.

The 10-step structure gives it the impression of linearity but it should be interpreted flexibly.

A PDCA expert might say that it lacks structured planning, objective evaluation, and a clear iterative cycle for continuous improvement. An OODA expert might say it blurs observation and orientation, and risks overcomplicating the rapid cycling needed in dynamic situations. Nevertheless, I found it a stimulating reflection.