Change whilst in a trigger stage has a propensity to create a cascading effect of pitches and troughs which offers an immense opportunity to understand and possibly dimensionalise its complexity.

Feedback is a natural occurring phenomenon which is integrated well into human behaviour and while it shares its space in different forms (which is not the intention of this blog to present); some of the positive presences can be used to create a considerable shift in the way change is progressed in an organisation.

The key to any feedback is to ensure that its alignment is in the direction of value generation especially if change transgresses across the natural boundaries of comfort existing within an organisation.

Even at an individual level feedback can be a natural motivator to change even though at times it may be negatively aligned to cause individual disruption.

The 5 key things to remember when using feedback as a tool are as follows:

- Ensure specificity.

- Directionalise.

- Dimensionalise.

- Aligned with planned value chain.

- Disruptively focussed with a good understanding of the ripple effect.

Each of the above offers its own unique pattern and it is absolutely necessary to create a mesh that stitches around and strengthens the fabric of change that will or is enshrouding the organisation.

Positive feedback requires practice and needs a consistent, balanced, well moderated presence which should not be ignored under all means for it to work effectively.

So, if you are an organisation that is installing change for the better than there is no better time than now to create and deploy a feedback structure.