Dynamic Feedback Mapper

A tool to systematically collect and utilize feedback to navigate and adapt to changes within systems or processes.

Builds on the quality-control feedback loop and its instruments (Joseph M. Juran, Quality Control Handbook, 1951; W. Edwards Deming, Out of the Crisis, 1986; Kaoru Ishikawa, Guide to Quality Control, 1968), the organization development survey-feedback method (Floyd Mann, 1957; David A. Nadler, Feedback and Organization Development, 1977), the retrospective's what-worked and what-did-not questions (Norman L. Kerth, Project Retrospectives, 2001; the U.S. Army After Action Review, 1993), and psychological safety (Amy C. Edmondson, 1999), with 360-degree feedback (Mark R. Edwards and Ann J. Ewen, 1996) named as an option.

What it is for

The purpose of the Dynamic Feedback Mapper thinking tool is to systematically collect and utilize feedback to navigate and adapt to changes within systems or processes. It facilitates the identification of areas for improvement, helps prevent the recurrence of problems, and encourages the continuous enhancement of practices or operations.

This tool provides a structured approach for initiating and maintaining a productive dialogue around feedback from various sources, such as customers, employees, suppliers, and stakeholders. By addressing the types of feedback needed, assessing the effectiveness of solutions, and identifying gaps in feedback, the tool aims to refine strategies and actions that align with the organization's goals.

Why use it

Feedback is a method used to adjust to changes in systems. This set of questions is designed to find ways to keep improving, stop problems from happening again, prevent new issues, and keep getting better over time.

The Dynamic Feedback Mapper guides users through:

• Determining the sources and types of feedback required.
• Evaluating the effectiveness of implemented solutions.
• Discovering areas where feedback is lacking and developing methods to obtain it.
• Deciding who should receive feedback and for what purpose.
• Measuring aspects of the operations that require feedback for improvement.
• Selecting the appropriate tools to gather feedback effectively.
• Leveraging existing systems as feedback mechanisms.
• Processing the received feedback to inform decision-making.
• Validating the feedback data for accuracy and relevance.
• Handling negative feedback constructively.

Moreover, it emphasizes individual feedback dynamics, promoting a culture where feedback is not only given and received effectively but also where open communication is encouraged, and honest feedback is valued. The tool ensures that feedback translates into actionable insights that drive progress and facilitate positive change.

How to use it

Use this guide to foster a productive conversation.

Where it fits

The process recommends it at Conducting Follow-Up and Taking Feedback, the last step of the Execute phase, where it is the one tool named.

Related tools

Within this series, the Holistic Systems Mapper analyzes the feedback loops around a central process, where this tool designs how feedback is gathered and used.

• After-Action Review (Sullivan and Harper)
• Double-Loop Learning (Argyris and Schon)
• Retrospective Formats (Kerth, Derby, Larsen, and others)
• Control Chart (Shewhart)