Service

Feedback Architecture

Feedback loops are connected to actual work events, decision requirements and different time horizons.

Feedback is useful when it makes distinctions visible that can inform subsequent decisions.

Initial situation
Meetings generate many utterances but little usable feedback for concrete decisions.
Expected benefit
The organisation establishes a coordinated rhythm for operational decision-making, service reviews and structural learning.
Limits
More feedback meetings do not automatically produce learning. Loops that fail to enable meaningful follow-up must be removed.

Approach

  1. Identify Decision RequirementsClarify which decisions require which observations.
  2. Design Feedback LoopsAlign events, participants, data and cadence.
  3. Observe EffectsExamine which reviews actually enable different subsequent communications and decisions.

Results

  • A lean review structure centred on decisions.
  • Clear purposes, inputs and expected outcomes for each feedback loop.
  • Connections between operational and strategic observation.