Protocol
Close the feedback loop by reporting the change
Feedback systems improve when outcomes return to the source.
When it fits
- Feedback led to a real adjustment but the giver never learns whether it helped.
When to avoid it
- Do not manufacture positive outcomes to reward the giver; null or mixed results are useful information.
Why it matters
After applying a meaningful change, briefly report what you changed and what happened. If the feedback did not help, explain what you tested and why the original diagnosis may need revision. This turns feedback into a learning loop for both sides.
Steps
- The giver receives evidence about whether the advice translated into a useful change.
An example
A reviewer suggested a pre-flight checklist; after two releases you report that one missing dependency was caught and one step was removed as redundant.
Check your result
The giver receives evidence about whether the advice translated into a useful change.
Keep this limit in mind
- Do not manufacture positive outcomes to reward the giver; null or mixed results are useful information.
Evidence and sources
Supports
CP-FIT synthesizes feedback as a cycle in which feedback must be accepted, translated into intentions and supported into behavior; failure at one stage can stop improvement.
The theory was developed from health-care feedback interventions and transfer to other work is inferential.
Clinical Performance Feedback Intervention Theory · Results and feedback cycle