Feedback and Self-Accountability: A Collision Course
The process of providing feedback to peers, subordinates, even superiors- as in the 360° view or performance appraisal- became popular as cybernetic systems in computer applications were better understood. The creators of these artificial intelligence systems discovered how critical feedback loops are to correcting and adjusting performance of mechanisms such as a thermostat in the regulation of a furnace to manage temperature.
There are many fundamental flaws in the logic that created the idea of "feedback" being introduced into any organization but especially those desiring an increasingly participative workforce with more self-managing teamwork. This paper explores the fundamental premise behind the idea of self-accountability organizations and the process of "feedback" in such organizations. Theory from cybernetic systems and living systems sciences will also offer us some valuable insights by comparison and contrast. 19 pgs
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Acknowledgement
"Seventh Generation’s work with Carol Sanford made me a better values-based leader."
-Jeffrey Hollender, Co-Founder,
Seventh Generation,
Author,
The Responsibility Revolution
with Bill Breen
"Carol is a very early thought leader, way beyond the pack. She has an exceedingly high level of intelligence for working on very complex subjects, with workable approaches. I have engaged with this work for decades in several successful ventures."
-Pravin Jain, Serial Entrepreneur,
CEO & Founder, Synergen Energy