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Recent attempts to resolve inefficiencies include overwhelming the problem with funding, resources, and manpower—for example, major weapon systems development, such as a new fighter jet or IT system.<ref>http://www.armytimes.com/article/20140403/NEWS/304030061/Lawmakers-scold-DoD-medical-records-failure {{Dead link|date=February 2022}}</ref> Conversely, when resources are constrained, bureaucratic staff adopt continuous process improvement, similar to [[kaizen]], [[total quality management]], and [[Lean Six Sigma]]. This perpetuates low-value programs that should be eliminated, rather than "improved".
Because most preventable safety mishaps are caused by human factors,<ref>Catalog of Air Force Statistics by Aircraft Type, considered typical for US Military [http://www.afsc.af.mil/organizations/aviation/aircraftstatistics/index.asp] {{Webarchive|url=https://web.archive.org/web/20081205120401/http://www.afsc.af.mil/organizations/aviation/aircraftstatistics/index.asp |date=December 5, 2008 }}</ref> safety should apply a [[Creative disruption|disruptive]], [[Iterative and incremental development|iterative approach]] that may not be appropriate in hardware-focused programs, such as aircraft production.
To address the cultural issues associated with mishap prevention in a large bureaucracy, the [[Air National Guard]] safety directorate used Boyd's [[OODA Loop|Observe, Orient, Decide, Act Loop]] to assess the effectiveness of the process. This was the origin of DSP.
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