FEEDBACK LOOPS

Feedback loops



Feedback loops

In a simplified definition, a learning organization, which is one consciously, realizes learning throughout the organization that is capable of quality, flexibility and rapid change. This process of implementation varies from simple learning complex knowledge management system to capture experience and make it accessible to all participants and teams.

Learning organization differs from Palm Inc, with training programs, because everyone in the organization adds continuous learning, improvement and breakthrough as part of their goals. Any organization that implements programs such as Total Quality Management, horizontal management, continuous improvement and change management must, by necessity, also become a learning organization, to some extent, since these programs require all to see often and deeply. If companies with such programs do not know the measurement of learning, they may miss opportunities to build a course that makes these programs possible.

1.Determine the two critical feedback loops.

The cycle of knowledge of results, which does business; level is one of the types of training, which varies depending on the type of the loop part. The purpose of points in the figures give only an example of the type Palm Inc functions involved in each of the four feedback loops for learning organizations. Items displayed are not intended to be sufficient to produce a concrete plan for a particular business, but rather is intended to lead for different types of questions that become important at four different levels of feedback. In cybernetic theory, the feedback should be given continuous information to guide the system. One feedback loop tells the system if it is on target or off target. For example, the guided missile senses his goal and sends feedback to its management system, when it missed the target, requiring correction of errors.

Continuing bug fixes, ultimately missiles at a zero in its purpose. In a learning organization feedback improved through training in the established knowledge and standard operating procedures. Payments are efficiency and quality. In Figure 1, there are two columns show the feedback loop, oriented at the beginning and the second focused on endings. The beginning phase of a column made with some expectation of the end of phase in column two. One would expend the number of columns to show the sequence of value-added operations to supply chain management, or reorganization, but the emphasis here is on four levels of successively wider feedback loops.

Single-loop learning

Figure 1 shows some of the basic operations of an ongoing business. Here there is an important assumption: the Palm Inc has already been established. Therefore, the focus for learning is how to meet established goals within an established corporate culture. There are two columns showing single-loop feedback, one oriented to implementing a plan and the second oriented to completing a plan.

Double-loop learning

A double loop of feedback is reflective. It requires a self-conscious agent that questions whether the goal is worthwhile. The guided missile might work well, but the second loop of feedback can change the goal. For figure 2, it is no longer assumed that there is ...