@ai6yr Uhhh whuuut?! So sorry to hear this. I will continue to use, & pay for the app (finally got my brother and some of his friends to subscribe 2 days ago.) But that’s the same crap I’ve gotten thru out my working life. I definitely don’t get along with the herd, bcuz I don’t follow fuzzy butts going off a cliff. I’m labeled as “difficult” bcuz my opinion differs from everyone else’s. #SentinelChicken. #DifferentDrummer. #FightToBeYourself !
Hope this means you’ll be free to post your “unwanted opinions” (ie expertise/insights) here. The 1st day of the fires-I was constantly switching back and forth between Mastodon & Watch Duty (bcuz I knew you had a beat on stuff no one else did!)
The authoritarian plan for #ClimateChange is to let the weather (i.e. fires, mud, snow, water, and wind) leave people without homes.
Then, they are homeless.
The homeless are criminals.
Criminals are slave labor.
Labor shortage solved.
I don’t make the rules.
Again, the problem is not that I’m wrong.
The problem is that you think I’m exaggerating.
"When I responded to emergencies as an EMT, I would find myself walking through the OODA Loop several times within a few minutes, continually observing the emergency scene, orienting myself within it, deciding what I need to do next, and then acting on that information… and then going back to step one. This prevented me from falling into analysis paralysis or apathy to new information, and it kept me from developing tunnel vision and failing to notice a changing or dynamic situation."
10/x
"Decide: Based on your mental picture and your available options to act on that picture or problem, determine a course of action.
Act: Execute that action. And then once you’ve acted, go back to “Observe” to determine the impact of that action, and adjust your course of action as necessary. Repeat continually through the emergency."
9/x
"The four phases of the Loop are:
Observe: With the five human senses, survey the environment and gather information.
Orient: With the data one has at hand, develop the mental picture of the situation. Convert that data to information. Remain open to deconstructing pre-existing mental pictures of the situation, as the reality of the situation may have changed. Know that some of the information will be false, contradictory, and missing."
8/x
"During the Korean War, US Air Force Colonel John Boyd realized that the speed at which modern jet air combat was occurring really shortened the time a pilot could use to make decisions. Colonel Boyd wound up creating a mnemonic known as the “OODA Loop.” While created in the context of air combat, the OODA Loop has been adapted for use in business, academia … and I think it has a role in our personal and family responses to an imminent pandemic situation."
7/x
@densaer @densaer.bsky.social
"How do we push through the “fog of war” and make decisions in time critical environments? One of the tricks I’ve used over several decades to shift from my “engineer” brain to my “emergency responder” brain came out of the US Air Force back during the Korean war. It’s called the “OODA Loop”"
6/x
"As an emergency responder, you’re expected to take decisive action in response to a dynamic situation with imperfect information and limited resources. You have a duty to do that, so you can't freeze. You may have never been an emergency responder in your life, but it's helpful to start thinking like one now."
5/x
"Binary, linear thinking (the kind that makes an engineer a good engineer) is less well suited for dynamic, ambiguous situations. You don’t have perfect information, you don’t necessarily have time to wait to develop that perfect understanding, and the situation keeps changing anyway.
It’s a perfect recipe for analysis paralysis. “You froze,” Okaye told Black Panther after the raid…
"
4/x
"There is often incomplete, sometimes contradictory information - even from official sources that are supposed to be credible.
In a normal, ordinary situation, when faced with ambiguity, a person can often stand by and wait for more information to develop. As humans, we want to really understand what’s going on before committing to a changed course of action.
This creates something known as “normalcy bias.” Things are normal, you make decisions and plans based on a certain status quo. It creates inertia for both individuals and institutions. "
2/x
Yumquotient
Coach Pāṇini ®
AI6YR Ben