Identify feedback loops in your organization by sourcing, evaluating, and validating case studies¶

Strategy · All strategies
Evidence · no claims cited

Description¶

The report lays out a three-part process for identifying feedback loops in an organization: sourcing case studies by mapping connections to external partners, evaluating those case studies against the definition and criteria, and validating and iterating the learnings. Evaluation involves identifying initial structures, assigning participant roles, building visual diagrams with arrows for unidirectional versus bidirectional interactions, and reviewing what transformed between parties. Validation requires following up with the parties themselves, approaching it from both central-party and non-central perspectives and expecting to iterate on initial conceptions.

Design Implications¶

Context¶

Requirements¶

• Case studies from your organization providing context and evidence of interactions with external partners, collected via a template and interviews with the parties involved

Constraints¶

• The authors found the evaluation phase more effective when involving team members with no direct stake in the findings, who could offer relatively objective feedback

Target Learners¶

• Education organizations and teams seeking to analyze their own collaborative partnerships

Target Learning Goals¶

• Recognizing where feedback loops exist or could be added, and aligning structures with organizational goals and partner needs

Affordances¶

• Feedback Loops Definition
• Feedback Loop Structures Taxonomy

Related Strategies¶

Examples¶

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Key Sources¶

• Baker, A., Weisgrau, J., & Bristal Philyaw, K. (2022, May). Feedback loops: Mapping transformative interactions in education innovation. Digital Promise. https://doi.org/10.51388/20.500.12265/155