Disruptive solutions process

It was created in 2005 by fighter pilot and Air Force/Air National Guard Colonel Edward Vaughan and is iterative, low-cost, and first-to-market in nature.

[3] Conversely, when resources are constrained, bureaucratic staff adopt continuous process improvement, similar to kaizen, total quality management, and Lean Six Sigma.

To address the cultural issues associated with mishap prevention in a large bureaucracy, the Air National Guard safety directorate used Boyd's Observe, Orient, Decide, Act Loop to assess the effectiveness of the process.

"Adaptive persistence" entails alternating between anticipation, changing course, and sticking with it, deftly navigating that paradox with aplomb.DSP is a six-step process that focuses on projecting future market needs by looking at front-line problem solving activity and scaling those solutions up.

CONSOLIDATE / RACK AND STACK: Sort list of ideas into groups based on resource requirements, proven record, technology leveraging, mission accomplishment, and identified needs.

SELECT AND DEM/VAL: Consider resource requirements and rapidly source field unit funding or headquarters seed monies in the sub-$50K range to perform a limited demonstration and validation (DEM/VAL) of concept.

Meanwhile, seek further external and scalable funding from sources such as DARPA, Defense Safety Oversight Council (DSOC), other services, other government agencies, etc.

The project evolved from a combined requirement to share real-time tactical data among ground and air forces, as well as avoid mid-air collisions within the area of responsibility.